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.

• Mapped the processes of every department and the boundaries where they hand work to one another, and that map produced the prioritized backlog, kept in ClickUp. I spread the practice across the whole company, with lists, custom statuses and prioritization by department: that visibility is what made it possible to automate and connect the areas.
• 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.
• 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.
• Every solution started as a document and became a flowchart in FigJam, which served as the roadmap and as the deadline agreement with stakeholders. The ritual followed the size of the problem: Scrum on the larger projects, continuous flow on the rest, always with a validation cycle of 3 to 10 days with the people who used it and a weekly review when the process crossed two departments.
• Identified, unprompted, that the group's systems did not talk to each other, and built the unified data layer that now feeds the company's BI, integrating ERP, HCM, the commercial and registry system, and ClickUp. No number circulated before it was validated with the person who owned the process that generated it.
• Structured at the source provision data that had never been visible, unlocking one of the components of the contribution margin calculation.
• Brought automation and applied AI into the daily routine of the business areas, under a flow-mapping model of my own: trigger, action, outcome.

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.
• 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, 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 afterwards.
• Helped build the platforms for apprentice learning and for connecting the group with its partner companies, and built an internal CMS for publishing and standardizing video lessons, a demand that exploded during the pandemic.