Jean

Responsible for project architecture, technology definition, and team leadership, ensuring good practices and financial control. With more than 360 million records and a portfolio of approximately 16 billion reais, they raised the level of clients’ strategic knowledge and increased the credit recovery rate by more than 300%, projecting a recovery of 1 billion reais in the first year.

• Designed and implemented the unified billing system for the client OI
• Used an architecture in microservices and big data.
• Used TypeScript (Node microservices, React). Kafka, Nifi, and mongo at an ECS, MSK, EC2(nifi), and CodePipeline AWS services.

Head of Remote (11/2019 – 12/2020)

• Responsible for plans and operations in the remote work area, defined development practices, monitoring tools, and contracting models.
• Accounted for the hiring of more than 250 professionals working exclusively on a remote basis, mostly outside the large centers, cross-managing them with their respective team leaders, resulting in a total cost reduction of 15% per professional.
• Operationalized hiring models through Bootcamps, supplying the company’s demand in SalesForce professionals, with the enrollment of 15 thousand people and the selection, training, and, hiring of 30 professionals, all immediately allocated.

Development Manager (08/2018 – 11/2019)

• Responsible for managing 50 professionals in different teams and projects.
• M2M: I led the development for Claro of all IOT Dashboards, with the main characteristics of giving total control to users’ overconsumption, real-time monitoring capacity, and other features such as geofence, real-time geo geolocation, and firing of binary commands. The initial load of the project was 4 million sim cards and the intake of 1.2 billion transactional and positional data daily. Its implementation has led Claro to lead the segment as well as to be chosen by GM as its OneStar service provider in Brazil.
• MPlay: Also, for Claro, responsible for unifying the Quadriplay sales systems (TV, Cellular, Landline, and Internet). The project aimed to replace 3 different systems used for each sale by the seller, reducing the time to formalize the sale from 2 days to 1.5 hours. Implementation of the first application in microservices and cloud-ready for all of Claro’s. Using Node and Java microservices, Angular. Kafka, Hadoop, mongo, ELK, and Kubernetes at Claro’s private cloud.

Technical Leader (06/2017 – 11/2019)

• Responsible for defining technologies and managing development, code management, and product delivery.
• Bolt: Nextel’s new sales system. With a team of 14 professionals, we delivered the system in 3 months, resulting in a reduction in the time between sale and activation of the Simcard from 2 days to less than 15 seconds. Its evolution led to the absorption of 100% of Nextel’s sales, with more than 45 thousand daily transactions and an increase in the customer base of approximately 8% per month. Using Node and Java microservices, React and ELK, and Oracle K8s at Nextel private cloud.

Multichannel ticket management application. Supported tickets opening through email, skype, messenger, and chat. Coordinated a team of five developers on-site and two remotes.

• Completely redesigned from its legacy PHP system to MONGO/REACT platform, using redux-saga.
• Deployed as a microservice framework at an Nginx/PM2/Nodes infrastructure.
• Technologies:  Node, React, MongoDB, MySQL, AWS EC2, Nginx.

Responsible for managing the entire development team, requirements definitions, architecture, and technologies. Focused on complete web solutions for small, local, and foreign companies.

• Managed the entire development team, requirements definitions, architecture, and technologies.
• Freelance work was through Metaconexão.
• Technologies: JavaScript with REACT/ANGULAR at the front-end and Node.js/Express/REST with a variety of SQL and NoSQL databases, like MongoDB, Cassandra, Elasticsearch, Redis, PostgreSQL, AWS, and Azure

CEO and Founder of this telecommunications company with a fixed telephony grant. The initial objective was to provide shared telephone systems – virtual PABX – in buildings and condominiums, using the external infrastructure of existing telecom carriers and providing internet access.  Over time, the company’s operation became vertical, first implementing a traffic center and centralizing incoming and outgoing calls between our buildings and existing carriers. The next step was to obtain the grant, and, with that, we changed from consumers of inputs from operators to competitors.

• The first “mirror” was granted to São Paulo and its long-distance code.
• The first carrier to implement a Transit NGN central with a core in VoIP, technology that has become standard in all major telecom carriers.
• Scaled up from 500 terminals in the first year to more than 75 thousand terminals and 5 different locations, with monthly revenues of around 1 million dollars in just 5 years of operation.