Director of Operations | Director of Product and Innovation

• Mar 2023 - Present

Advisor

• Sep 2022 - Present

Mentor - Liderança

• Nov 2020 - Present

Strategy and Operations Superintendent

• Apr 2020 - Jun 2022

Responsible for Dasa's integrated oncology operations, from its conception to implementation, leading 5 managements and reporting to VP of strategy and director of Oncology. 1.1 billion BRL budget in revenue (2022), with 100 million BRL in Capex.- Insourcing of operations and development of the Oncology Specialty in 13 hospitals, doubling the operational capacity (from 44 to 110 infusion chairs) and increasing hospital oncology revenue by 170 million BRL, with 80 million BRL result.o Development of aggressive organic growth strategies, with purchase of premium doctors portfolio and consolidation of 3 regional boards (São Paulo, Rio de Janeiro, and Distrito Federal).o Ramp-up of three agile cells and innovation core in hospitals, focusing on tracking and onboarding of oncology patients through reading reports using natural language processing.o Implementation of matrix planning and performance structure, with calculation of intercompany revenue, costs, and expenses.o Development and implementation of new outpatient clinic models focusing on the oncology patient experience in partnership with the customer experience area. Show less

Head of Digital Products and Operations Manager

• Jan 2018 - Apr 2020

Leadership of two innovation tribes (Revenue Assurance and Master Data Management) and management of financial data support operations, totaling nine Product Managers, with report to the Executive Committee and financial Board. - Development of digital patient journey from diagnostic medicine to digital scheduling, going from 500 to 90,000 appointments in one year, focusing on data structuring for increased funnel conversion.o Development of patient data architecture, allowing the creation of patient records. Compliance with LGPD (General Data Protection Law) legislation.o New data backend structure to support scale gain of self-service healthcare product.- Restructuring of contract and authorization operations and products, reducing disallowance by medical insurance provider by 1.5 pp.o Creation of solution for implementation of complex health contracts - AMB, Simpro, Brasindice, CBHPM -, focusing on disallowance by medical insurance provider reduction, testing the concept of smart contract.Development of webservice authorization of procedures with paying sources, expanding the scope by 35%,o Creation of new models in partnership with healthcare startups, verifying the identity of patients, eligibility, coverage, and prior authorization password.o Digitization of the document chain of receivables with the use of OCR.o 50% reduction in lead times from contract support operations.o Structuring of financial area for master data management of contracts, with reduction of delays in 30 pp and 93% of NPS.o Redesign of the billing system, with features implemented in integration with SAP. Show less

General Manager

• Jul 2016 - Dec 2017

Responsible for the business, leading its strategic diversification and turnaround, totaling 70 employees, including the entire BackOffice, reporting to shareholders. - Development and implementation of Business Plan alongside Falconi, with the aiming at launching three new operations. 120% ROI in the first year. o Business plan design and execution. o Diagnosis and implementation of Lean Manufacturing applied to Digital Factory of aesthetic prostheses using 3D scanners, milling machines, and 3D printers. o Development of a franchisor model for tier A aesthetic clinics, increasing the group's market share. o Consolidation of the dental technical education segment, including the launch of a congress attended by more than 2,000 dentists. Show less

Interim Manager

• Oct 2013 - Jul 2016

Responsible for Business Recovery (Education and Logistics) with report to the presidency and board. - Recovery of waste logistics operation involving 3 units (Guarulhos, Sorocaba, and Rio de Janeiro), 250 employees, increasing by 5x the valuation of operations based on the multiple method. o Redesign of operational routes, team models, schedules, and stopovers, renegotiating low-margin clients. o Implementation of new CSC routines, increasing backoffice productivity. o Adequacy and training of the sales team, generating upselling on existing routes. - Turnaround of teaching unit of 4000 students and 420 employees, with doubling of the operating result. Report to general board and council. o Financial diagnosis of basic and elective services, mapping the allocation of people, eliminating activities of low adherence to the pedagogical proposal, and granting subsequent real increase of 12% to teachers, which impacted solving the growing turnover problem. o Creation of a tutoring course for senior high school students focusing on repositioning before ENEM (High School National Exam). o Implementation of expense management method, extended up to the coordination level. Show less

Senior Consultant

• Nov 2007 - Sep 2013

Planning and implementation of management solutions based on PDCA in large organizations of various segments, leading teams of consultants, with ROI of 250% to 400%. Report to managing partners. - Implementation of tactical and operational management model as matrix of income and expenses, organizational and process restructuring, budgetting, and management by the guidelines. Planning and implementation of management solutions based on PDCA in large organizations of various segments, leading teams of consultants, with ROI of 250% to 400%. Report to managing partners. - Implementation of tactical and operational management model as matrix of income and expenses, organizational and process restructuring, budgetting, and management by the guidelines.

Jr Researcher

• Feb 2003 - Sep 2005