Lucas Brás.

Owner of the group's internal product, from discovery through to delivery in production, with the operation running and without stopping a single department for the improvements to happen.

• Ran discovery with the business areas and turned the outcome into 20 internal modules in production, each solving a concrete problem for one of them.
• Every solution started as a document and became a flowchart in FigJam, a format chosen because the people validating it were not a technical team. The same artefact served as the roadmap and as the deadline agreement with stakeholders.
• A validation cycle of 3 to 10 days with the people who actually used it, after every delivery, and a weekly review when the process crossed two departments. The ritual followed the size of the problem: Scrum on the larger projects, continuous flow on the rest.
• Measured success by the KPI of the area itself, not by the delivery: in recruiting, the tracking and the automations I put in place brought time to hire down from 30 to 60 days to 6 or 7, exposing bottlenecks and activities that did not even belong to the department.
• Mapped the processes of every department and the boundaries where they hand work to one another, and that map produced the prioritized backlog. I identified, unprompted, that the group's systems did not talk to each other, and built the data layer that now feeds the company's BI.

Led the design area across the group's three companies, reporting directly to the president.

• Managed a team of 7, five designers and two copywriters, with responsibility for hiring, individual development and workload distribution.
• Prioritized the project queue across three companies with competing audiences, deadlines and needs, and negotiated that queue with the president.
• Took to launch the MVP of a product for the company's partner client base, defining scope and priority, coordinating the development team and specifying the interface.
• Also responsible for the interface of the group's other digital products and for all visual communication.

• Built from scratch the design system the company did not have, with tokens and a component library, adopted across every product and department. I built adoption bottom-up: I listened to each department to understand what was getting in their way and designed standards that would not make anyone's work harder, taking the system to the president only once it was already in use.
• Helped build the learning platforms for apprentices and for connecting the group with its partner companies, from information architecture through to interface.
• Built an internal CMS for publishing and standardizing video lessons, a demand that exploded during the pandemic.