Adalberto Moura Toledo Filho

Experience

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  Enersul

  Jan 1998 - Dec 1998

  Intern

  Registration of the electrical grid (poles, cables, etc.) of the city of Campo Grande in the company’s inventory system.

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  Paulo Freire School

  Jan 1999 - Jul 2000

  IT Instructor

  Computer science course for 1st to 9th-grade classes. It was a great pleasure to teach the younger students and a significant challenge to work with adolescents.

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  Vivo

  Jan 2001 - Sept 2004

  Junior Engineer

  CDMA 1XRTT Network Optimization;Support for corporate and major clients to resolve data and signal issues;Implementation and optimization of CDMA technology;Traffic analysis on BTSs and planning for AMPS and TDMA system expansion per station;Frequency plan analysis and planning to address co-channel and adjacent channel interference;Analysis of PVMC7, PVMC8, and PVMC9 indices regulated by ANATEL;Economic feasibility study for the expansion of the AMPS and TDMA cellular network in the state of MS;Planning for indoor coverage for corporate and major clients. Show less

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  Oi

  Sept 2004 - Jun 2020

  Reporting to a Senior Manager with a direct team of 20 members;Responsible for improving quality standards by managing a project with an in-house team to upgrade the technology stack. Transitioned from SQL Server, MySQL, Excel, PHP, and mailing to a new Big Data structure (Cloudera Hadoop), Python, Tableau, Mobile App, and automated integrations with legacy systems. Achieved a 30% reduction in defective data sets and improved the on-time delivery of executive reports from 50% to 80% before field operations began;Managed development and operations teams for Dashboards and KPIs across engineering, IT, field operations, and digital departments. Portfolio includes over 300 indicators covering various themes (financial (Capex|Opex), operational, HR, sales, activation, retention, process digitalization). Reduced customer open tickets/OS volume by 40%;Increased productivity through the automation of system processes, enhancing the quality of analytical data in respective indicators. Reduced data losses by 60% and increased report automation from 20% to 70%;Implemented a new process by segregating development and operations activities for existing routines. Reduced the delivery time of a complete dashboard from 4 to 2 sprints. Show less Reporting to the IT Director with a direct team of 12 members;Increased productivity through systematic management of baselines, forecasts, and schedules for IT Directorate projects. Improved data availability to a daily frequency and achieved a 20% increase in integrated management of over 300 annual projects;Managed a team of 6 specialists (3 senior) responsible for optimizing metrics and indicators for waterfall projects. Simplified complex processes in CRM, OSS, and BSS systems;Implemented a scaled Agile process using SCRUM and SAFE frameworks, including the creation of the first ART (Agile Release Train) for the Unified CRM project;Reported project status to directors for improvements and/or corrections to meet SOX control targets identified by internal audit teams and specialized consultancies. Reduced response time from monthly to weekly and ensured 100% reporting of all ongoing improvements/corrections;Managed the team responsible for the development and operation of Dashboards and KPIs with over 100 indicators (e.g., financial (Capex|Opex), operational, HR). Achieved a 30% reduction in customer open tickets/OS and supported an annual 10% reduction in Opex;Enhanced transparency of indicator results for all stakeholders by implementing a Communication Plan for key directorate indicators using WhatsApp groups. Show less Reporting to a Senior Manager with a direct team of 10 members;Implemented a new process within teams handling the issuance of contract amendments or new contracts to improve visibility into negotiation status;Managed the team responsible for the development and operation of Dashboards and KPIs with over 40 indicators (e.g., financial (Capex|Opex), operational, HR). Achieved a 10% reduction in customer open tickets/OS and supported an annual 10% reduction in Opex;Experience in creating a governance model with an agenda, topics, consolidated materials, performance indicators for material delivery, meeting minutes, and action plan follow-up from periodic meetings of the technical directorate;Responsible for the governance (agenda, minutes, action plan, etc.) of directorate meetings and the creation of executive materials for the company’s board. Show less Experience in project management. The most challenging project was the 3Play project (IPTV/FTTH), which involved creating a new product for the company, with new equipment in the telecom network core and access.Key Projects: • Broadband Expansion Projects in over 2,000 stations.Approximate budget: $200MDSLAM equipment installation and dependencies such as: • Physical building or cabinet structure • Transmission network by cable, radio, or satellite • MetroEthernet network core • Delivery of materials and installation teams. • TV Product Expansion Projects.Approximate budget: $300M • Migration from cable TV technology to DVB-C • New DTH technology considering: • Launch of a new satellite and new headend structure • Expansion of lineup to over 200 channels • New functionalities like PVR, Push VoD, OTT, and Multidevice. • New Fiber Products Projects.Approximate budget: $250M • Deployment of a new DSLAM (OLT) model for broadband products with speeds between 100 and 200MB • New IPTV TV core and new Headend structure considering over 180 SD channels, 100 HD channels, and 120 audio channels • New VoIP Core for fixed-line telephony product. Show less Coordinated project and implementation teams for Cellular Network (GSM)/Transmission/Infrastructure in the states of Rondônia and Acre.Managed outsourced teams responsible for the deployment of equipment in the RO/AC branches.Controlled the processes (processing and payment) of invoices and receipts for equipment and services performed by subcontracted third parties.Supervised the logistics team for the arrival and installation of equipment on site.Supervised the logistics team for the arrival and distribution of teams for equipment activation.Managed over 500 projects between 2006 and 2008, with an approximate budget of $ 5 MM. Show less GSM Network Optimization;Support for corporate and major clients to resolve data and signal issues through adjustments to the existing infrastructure or with new repeaters/boosters;Implementation and optimization of GSM technology;Acceptance of BTSs and BSCs installed in the RO/AC branches;Traffic analysis on BTSs and BSCs (BSS) and planning for GSM system expansion;Frequency plan analysis and planning to address co-channel and adjacent channel interference;Creation of purchase orders using SAP R/3;Internalization and payment of invoices through the SAP R/3 system. Show less

  • Information Performance Manager of the Network Operations Directorate

    Feb 2019 - Jun 2020

  • Manager of Governance, Performance, and Process - IT Directorate

    May 2018 - Feb 2019

  • Manager of Performance, Contracts and Processes - IT Directorate

    Jan 2017 - Apr 2018

  • Project Management Office (PMO) Manager

    Jan 2014 - Dec 2016

  • Project Manager

    Mar 2009 - Dec 2013

  • Project and Implementation Coordinator for Mobile Services/Infrastructure/Transmission in RO/AC

    Mar 2005 - Feb 2009

  • Senior Telecommunications Engineer

    Sept 2004 - Mar 2005
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  IBlue Consulting

  Dec 2020 - Feb 2021

  Delivery Manager

  Experience managing a team of approximately 50 developers allocated across 6 different clients, including in different states;Achieved a 40% reduction in monthly overtime hours by implementing a prior authorization control with clients.Responsible for introducing initial Agile methodology indicators in contracts with major clients.Skills: Scrum Master · PMBOK (Project Management Body of Knowledge) · Microsoft Project · Information Technology · Project Coordination · PMP · Microsoft PowerPoint · Microsoft Excel · Project Management · Microsoft Word · Team Leadership · Agile Methodologies · IT Systems Development Management · PMI · Team Leadership · IT Management · Agile Project Management. Show less

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  Approva Fácil

  Dec 2021 - May 2022

  Head PMO | BI

  Implementing a Project Management Office in the company;Defining tools for managing projects in both hybrid and Agile models, as well as managing team activities;Managing a data engineering team in the construction of a new data lake;Managing a data analysis team in the development of dashboards and OKRs related to the sales funnel, covering topics such as:Lead ManagementSales Force Management2022 Roadmap for new launchesRoadmap of Features and User Stories per sprint Show less

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  CVC CORP

  May 2022 - Dec 2022

  Consultant Project Manager and Squad Leader

  Managed 2 projects for the New Business Division at company CVC;Projects involved over 10 development tribes, user areas from the Finance Division, and status reporting directly to the COO.

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  Pagol

  Jan 2023 - now

  Project Management Office Coordinator

  Management of the Agile Project Management Office, leading a direct team of 4 Senior Project Managers;Management of the Capex/Opex budget for the IT Department, monitoring the monthly financial flow from actuals to the control of the remaining forecast.