==References====External links== # Mauricio Yokoyama Issei **Tech Lead Systems Analysis Specialist** --- ## Professional Summary Systems Analysis Specialist with **over 20 years** of experience in software development, technical leadership, integration of platforms and solving complex problems. **Main Expertise:** Salesforce, AWS, REST/SOAP APIs, Observability (Datadog, Splunk), SRE, and development in Java, Node.js, Python, Go and .NET. Certificate **SRE**, with specialisations in **Data Science**, **Business Agility**, **AWS** and **AI Agency Design Patterns**. I combine deep technical knowledge with strategic vision to manage complex projects and lead high performance teams. Recognized for creating collaborative environments, delivering robust solutions and generating measurable impact on organizations. In love with challenges that combine technical expertise, business vision and agile practices. --- ## Digital Presence - **Email:** mauricio@issei.com.br - **LinkedIn:** [linkedin. with/in/mauricioisei](https://www.linkedin.com/in/mauricioissei/) - **GitHub:** [Github. with/isei](https://github.com/issei) - **YouTube:** [youtube.com/@MauricioIssei](https://www.youtube.com/@MauricioIssei) - **Instagram:** [Instagram. with/yokoyamaissei](https://www.instagram.com/yokoyamaissei/) --- ## Technological Stack ### Developer Java ### Cloud & DevOps AWS (S3, EC2, CodeDeploy) ### Platforms & APIs Salesforce ### Data Science & Analytics Data Science ### Agile Management & Methodologies Scrum ### Leadership & Interpersonal Skills Technical Leadership ### UX & Design Design Thinking --- ## Professional Experience ### Tech Lead **Network** **February 2018 – Present (7 years)** JUNE 29 - 24 Technical leader responsible for solutions on the platform **Salesforce**with integration architectures **on-premise** and **AWS**. Acting on the definition and development of best practices, strengthening the corporate knowledge base with a focus on customer needs. **Key competences:** Salesforce Administration **Measurable results:** - Reduction and stability of the Salesforce environment (2018) - Extension of the number of executives and technicians using the tools (2018) - Reduction of critical impact problems to the Logistics operation (2019) - Less time to attend incidents (2019) - **Economy of more than 3MM** in the negotiation of the Salesforce contract (2020) - Achievement of incident reduction targets and service time (2020) - Stable and scalable PJ Account Opening Solution (2022) - Optimization of logistics operation with deliveries in D0 (2022) - Modernization of the Commercial Grouping Process (2024) - **Increase of more than 15%** in achieving the goals with the Automatic Pipe (2025) --- ### Development Analyst **Serasa Experian** **December 2017 – January 2018 (2 months)** | São Paulo, Brasil Acting in the team of **Digital Strategy**, contributing to the development of the corporate API of **OAuth 2** and unified record. Participation in the Serasa Entrepreneur project. **Stack:** Java (Spring) **Key competences:** Amazon Web Services --- ### Senior Java / Mobile Systems Analyst **Indra** **February 2012 – December 2017 (5 years and 11 months)** | São Paulo, Brasil Leadership of the systems development team for insurance clients. Responsible for surveying and analyzing requirements, defining solutions architecture, quality control, customer relationship and support. **Main projects:** - Technical leader of innovation team, with proposals and solutions **Mobile** and **AWS** (serverless architectures, microservices, native Android, Ionic, DevOps) - Java Insurance System, JBoss Seam, Spring, RichFaces, Oracle PL/SQL - Support and development of operational support systems **Key competences:** Team leadership --- ### Java Developer Analyst **Sysgen** **August 2003 – January 2012 (8 years and 6 months)** | São Paulo, Brasil Application development web and console in **Java (J2EE and J2SE)**, using ASPER framework and MVC architecture. UML modeling-based applications with code generation via **MDA (Model-Driven Architecture)** by the Celero tool. **Key competences:** Java (J2EE/J2SE) --- ### Java Development Analyst **Telephone** **April 2005 – September 2008 (3 years and 6 months)** | São Paulo, Brasil Development of parts storage management system and network supply system. **Key competences:** Java --- ## Academic Training ### Post-graduation in Data Science – Data Analytics / Big Data **Mackenzie Presbyterian University** February 2019 – July 2021 **Digital Diploma:** EED4D2846DDD86592422CC674AB449 **Verification:** [e-diploma.com.br](https://www.e-diploma.com.br/Verificar/Autenticidade.aspx?id=565267%7CEED4D2846DDD86592422CC674AB449%7C11489) --- ### Bachelor of Information Systems **Mackenzie Presbyterian University** | 2001 – 2005 Emphasis on Logistics and Supply Chain --- ### Technical Course in Data Processing **Guarani College** | 1997 – 1999 --- ## Certifications ### AI & Agent Systems (2025-2026) - **AI in Product Management** | O'Reilly Media | [Check](https://www.credly.com/badges/3a1c354d-cc5a-4ee5-85b5-d270d9487a51) - **MCP Developer Blueprint** | O'Reilly Media | [Check](https://www.credly.com/badges/ccbed806-158f-426a-a11b-832ca02dfae8) - **AI Agency Design Patterns** | O'Reilly Media | [Check](https://www.credly.com/badges/f9103348-c341-4b96-9ba0-46c356127b07) - **AI with Knowledge Graphs** | O'Reilly Media | [Check](https://www.credly.com/badges/347ce866-ad0f-47ca-8c42-f42e7ba813e7) - **Building Intelligent AI Agents** | O'Reilly Media | [Check](https://www.credly.com/badges/076e90b7-04bb-4e94-b8d6-eb77f9b1f259) - **AI Agents with LangGraph** | O'Reilly Media | [Check](https://www.credly.com/badges/26427ba5-8744-4540-ab80-345844ea80c0) - **GenAI for Leaders** | O'Reilly Media | [Check](https://www.credly.com/badges/8122b027-8d0f-49de-b264-1a75491cbe0c) - **AI for Leaders** | StartSe University | [Check](https://lms.startse.com/certificado/v2/678fc9c0f8158077f9db505c?studentId=5e337f0a99763dac88d37e79) ### Observability & SRE (2024-2025) - **Datadog Power User** Appoena [Check](https://badges.com.br/share/465eef0a1c14fc6a0383f3a805d294d0.php?a=7683) - **Troubleshooting with Datadog** Appoena [Check](https://badges.com.br/share/2e2541209f996bea07bc41521d86e4a3.php?a=7527) ### Architecture & Data (2023-2024) - **Solutions Architecture** ♪ Itaú Unibanco ♪ [Check](https://www.credly.com/badges/92fc3afc-6e11-4433-9a44-8dc5f6215dd0) - **Practicer – Leadership D&A** ♪ Itaú Unibanco ♪ [Check](https://www.credly.com/badges/a8dad682-bc42-4978-b085-ae720cbd8667) - **Practitioner – Generative AI** ♪ Itaú Unibanco ♪ [Check](https://www.credly.com/badges/231cd871-ab40-4c65-8834-e9ca77792f56) - **Practicer – D&A Foundation** ♪ Itaú Unibanco ♪ [Check](https://www.credly.com/badges/1f596ad2-9834-45b7-99f0-298eddd56cb7) ### Cloud & Infrastructure (2021-2022) - **AWS Certified Cloud Practitioner** | Amazon Web Services | [Check](https://www.credly.com/badges/439e9244-9403-459d-b0ed-02aa51652951) - **SRE Essentials** | Itcerts | [Check](https://www.credential.net/c07a4ff4-8839-43e3-8d23-2edef6446458) - **Solutions Architecture** ♪ Itaú Unibanco ♪ [Check](http://badges.com.br/share/113a264018cdb4367fce684877af45d1.php?a=2148) ### UX & Design (2021) - **UX** | FIAP | [Check](https://on.fiap.com.br/local/nanocourses/gerar_certificado.php?chave=78eb0d83a5db0aadce891455e7d54dfb&action=view) - **Artificial Intelligence** | FIAP | [Check](https://on.fiap.com.br/local/nanocourses/gerar_certificado.php?chave=d49e69fc55f98e0ce7abeeabba01fe8f&action=view) - **Design Think** | FIAP | [Check](https://on.fiap.com.br/local/nanocourses/gerar_certificado.php?chave=5aeee13691392217120b14b94ffb905b&action=view) ### Salesforce (2017-2018) - **Salesforce Trailhead Training** | Salesforce | [Check](https://www.salesforce.com/trailblazer/issei) - **Salesforce Workshop for Developers** | Salesforce | [Check](https://cursos.alura.com.br/certificate/17c88e93-13d1-4ac2-826c-7254c53a93a0) ### Continuous Training - **Alura Training and Training** Alura [Check](https://cursos.alura.com.br/user/mauricio-issei/fullCertificate/8c92662d32a5ec2020d3bd9066f610e0) --- ## Recommendations ### Mylena Mancilha **Digital Products ** *September 2024 – Worked with Mauritius on the same team* > "I had the pleasure of working alongside the Issei throughout this year, and I couldn't help but highlight its exceptional qualities. His technical capacity is impressive, always accompanied by an untiring willingness to collaborate and share his knowledge. It is extremely dedicated, ensuring the delivery of high quality solutions and a lasting legacy. In addition, Issei stands out for his excellent interpersonal relationship, always inspiring the people around him. Together, we can create a positive working environment, open to learning, where communication and collaboration flow naturally." --- ### Saulo Oliveira **.NET Developer** *July 2023 – He answered Mauritius* > "It is with great pleasure that I write this recommendation for Mauricio Issei. I had the opportunity to work with Mauritius on some great and challenging projects and was deeply impressed by his ability to inspire and lead the team. Mauricio is an exceptional professional, whose commitment and dedication are evident in all the tasks he performs. His passion for work is contagious, and he is able to motivate his colleagues to achieve their best performance. One of the most striking features of Mauritius is its leadership and teamwork. It has a clear and strategic vision, capable of guiding the group towards the established objectives." --- ### Vinicius Custodio **Software Engineer at Shape Digital** *August 2021 – Worked with Mauritius on the same team* > "Mauricio is extremely professional and objective for problem solving. It has a holistic view of business and system architecture. In the time we worked together, I had the opportunity to learn and evolve professionally." --- ### Paulo Soderi Noronha **Project Manager at Indra USA** *April 2017 – Worked with Mauritius on the same team* > "I worked with Mauricio in different projects and technologies, in every situation Mauricio succeeded to high level of quality. Mauricio is a very strong team player, always able to help someone else. He is a fast learner and has a strong technical knowledge. Mauricio also appreciates and delivers a very clean code. I recommend Mauricio and desire to work with him soon." --- ### Laercio Lamarca **Executive Manager ** *April 2017 – overseeing Mauritius directly* > "Mauricio is a professional with high performance standards. Recognized by their peers, customers and employees. Takes risks in a mature and balanced way, always achieving the goals." --- ### Rogerio Cruz **Project Manager ** *April 2015 – Supervised Mauritius directly* > "I had the honor of having Mauricio on my team, highly competent professional, reliable, partner, adapts easily to any type of project. Your work is always delivered on time, with low rate of rework and rejections. As a solution architect, he was present in several projects, proposing and developing high complexity solutions. It became a reference to the client and Indra herself. I hope we can work together again." ==References====External links== # Success Cases - STAR Methodology Practical examples of projects and technical challenges solved throughout the career, organized by the methodology **STAR** (Situation, Task, Action, Result). --- ## 2025 ### Commercial Automatic Pipe **Challenge (Situation/Task)** The executive's work list did not have an intelligent prioritization to optimize the planning time of the day and the goal to be met by the executive. **Tasks:** - Discovery and implementation of quick feasibility solution to meet pain and evaluate the planning model and methodology **⚡ Minha Atuação (Ação)** - Designed outline solution to process prioritization intelligence in Salesforce itself with scheduled batch processes **Impact (Result)** - **Increase of more than 15%** in the achievement of the goals - Agility in scheduling and customer service **🛠️ Stack:** Salesforce --- ## 2024 ### Commercial Grouping Project **Challenge (Situation/Task)** - Legacy automations had a process with **SLA up to 10 days** to effect the contract fee for the client - Failure process with many manual dependencies - No validation of the arrangement of the group participants **Tasks:** - Discovery and design of a technical solution to enable modernization - Development of participant arrangement validation application **⚡ Minha Atuação (Ação)** - Implemented and refined solution for implementation of the new Commercial Group with the team **Impact (Result)** - Modernization of the process with validation and effectiveness **in bid time** ( 10 days reduction to real time) **🛠️ Stack:** Java --- ### Machine Time Delivery Project by the Executive **Challenge (Situation/Task)** It was only delivered the machine after opening process of Order of Service which was attended only by technicians. **Tasks:** - Enable solution to validate the commercial service model where a new machine auto boot technology was used in the act of the proposal **⚡ Minha Atuação (Ação)** - Implementing in the first half of 2024 a **MVP** for validation of the model - Implemented in the second semester definitive architecture to choose the type of technology and quantity that can be delivered on time by commercial **Impact (Result)** - Speed and activation targets in the act of Accreditation **🛠️ Stack:** Salesforce --- ### Implementation of Likert on Days **Challenge (Situation/Task)** No business day evaluation data. **Tasks:** - Facilitate the capture of the journey satisfaction information in a controlled and reusable way by other journeys **⚡ Minha Atuação (Ação)** - Designed technical solution to standardize the capture and validation of eligibility for capture of the search - Prepared POC in Quicksight analytical follow-up report **Impact (Result)** - Visibility and creation of **Satisfaction OKR** the journeys **🛠️ Stack:** Quicksight --- ## 2023 ### WF Callback Accreditation Status Update **Challenge (Situation/Task)** - After sending proposals by the executive, the executive needed to consult the status to see if the proposal was effective or had any problems - For cases that had a problem there were no details that would guide the executive on what to do, requiring the opening of incident by the executive for analysis and orientation or treatment of the proposal - High volume of incidents and problems of proposals stopped, pending processing (status C) **Tasks:** - Implement service that receives the return of proposal status, which is sent by WF after processing - Mapping the main reasons for proposals that were stopped by errors or failures - Refining root cause solutions for identified problems **⚡ Minha Atuação (Ação)** - Implemented service **WF callback** for TV2 - Open stories and prioritized root cause corrections of the proposals problems **Impact (Result)** - Rapid feedback on the situation of the proposal for executives - Prioritization of root cause corrections of validations and problems that left the proposal pending **🛠️ Stack:** Salesforce --- ## 2022 ### PJ Current Account Opening by Cockpit Network **Challenge (Situation/Task)** Project with experimentation bias of the commercial model of the Network to give autonomy to the Executive to start the opening of Current Account Itaú PJ in the Cockpit Network itself. **Tasks:** - Participation of technical refinements - Screen development and integrations - Monitoring of deployments and validations - Review and refactoring of integrations - Discovery for MVP evolution - Attendance of incidents **⚡ Minha Atuação (Ação)** - In the pilot's follow-up, point improvements in the MVP were identified to increase the number of executives who experienced the solution. - Improved integration logs and monitoring for quick identification of problems or divergences **Impact (Result)** - Stable solution and provided scaling for most executives to use - With adjustments of the care model, the process was shortened and the bank manager did not need to act, giving more autonomy to the executive **🛠️ Stack:** Salesforce --- ### Accreditation Evolution Projects in the Standard Plan **Challenge (Situation/Task)** The accreditation in the standard plane was treated in a different flow of screens with specific information, integrations and filling. The main needs of the commercial area were opened in **Three great epics:** - Sending more than one machine in the Standard Plan Accreditation - Sending more than one technology in Standard Plan Accreditation - Validation of Flex hiring eligibility in Standard Plan Accreditation **Tasks:** - Implement in the flow of the standard plane the filling of the amount of machines per type of technology - Implement the same Ipricing Flex hire eligibility query - Homologize all integrations until Service Orders and PV generation **⚡ Minha Atuação (Ação)** - Refined needs and elaborated a short delivery strategy of simple implementation and in parallel the discovery of total absorption of the flow of the standard plan within the trading process of Ipricing 2.0 - Initially the possibility was given only to inform more than one machine for a single technology - It was delivered following the unified journey of Ipricing 2.0 considering as the standard offer options, with or without Flex depending on eligibility and also with the possibility to choose more than one type of technology and also inform more than one machine per technology in the proposal **Impact (Result)** - Optimization of the logistic operation, managing to perform in **D0** in most cases the complete delivery of the proposal made by the commercial - Optimization of the Executive operational that does not need to open new machine requests after the proposal - Executive informs the customer correctly in hiring time if it has the anticipation in D2 - Agility in the delivery of demands, with the **3 great epics solved in two strategic deliveries** - Standardization of the trading day without the need for two squads to take care of Cockpit Accreditation **🛠️ Stack:** Salesforce --- ### Accreditation Physical Person **Challenge (Situation/Task)** - Commercial executives only had the option of accreditation of Physical Person with standard plan by sending by email the PCAE form to the service center that sent the proposal - Only after the implementation of PV and updating data in Salesforce (D+2) could the executive renegotiate fees for PF client in Ipricing 2.0 **Tasks:** - Development of a new flow to PF - Approval of integrations - Implementation with wave expansion strategy, with monitoring and validation of each new proposal **⚡ Minha Atuação (Ação)** - Seeked to develop a flow of composite screens with 'functional' features in Salesforce (low-code) and with more specialized micro screen components - Support in parallel of another epic involved to simplify and reduce registration data of the accreditation proposal **Impact (Result)** - Deliver day in Cockpit integrated with Ipricing trading, with all features already evolved from PJ as requests for more than one machine and more than one technology, Flex eligibility, offers and price trading **🛠️ Stack:** Salesforce --- ### Validation of the Banking House in the Canal **Challenge (Situation/Task)** The need to validate in time to fill out a proposal if Itaú's banking home data are valid with an account suitable for receiving payments. **Tasks:** - Draw integration architecture - Refine with UX how to treat validations - Integrated approval with GE square **⚡ Minha Atuação (Ação)** - Integration between TV2 and GE1 has been implemented in the AWS layer, and only TV2 is responsible for the integration with Salesforce that triggers the consultation. **Impact (Result)** - Project implemented in phases, with controlled pilot audience, with validation and gradual monitoring of each phase, being made total expansion after much validation with executives and implementations of improvements - Validation with dynamic business rule being the GE1 responsible for determining whether it is an impediment return or that accepts the home with the guidance messages - Small reduction in cases of bank suspension of customers Itaú. Discovered that the situation that makes the account fit for receipt is not summed up in a status **🛠️ Stack:** AWS --- ### WhatsApp Accreditation Formalization Upload **Challenge (Situation/Task)** Sending the link to the client to formalize the PJ accreditation proposal is only performed by email. **Tasks:** - Integration architecture between TV2, QI1 and EP8 of Itaú via internal environment - Authentication of the Itaú service via STS - Release of routes, security rules and application registrations in Itaú - Condition functionality for pilot controlled audience - Project correlated with formalization developments that aims to give more clarity to the client than is being contracted **⚡ Minha Atuação (Ação)** - Designed and aligned an internal integration architecture between AWS Network and internal bank Gateway - Registered consumer applications in the bank’s STS and Gateway - Due to the lack of technical team and prioritization by the quad of the acronym IQ1, all development of the acronym part of the form of **innersource** - Integration developed with parameterized configurations to enable reuse by other channels **Impact (Result)** - Pilot in production worked well, but was pivoted due to the correlation of this project with the improvements of formalization that were not well accepted by executives and with lack of automated processes that depended on an operational performance of the IT team to carry out proposals that had no interaction of the client and also on formalization of cluster proposals that it was not coherent to send values and conditions that would not be effective to the client after the processes of grouping and equating fees **🛠️ Stack:** AWS --- ## 2021 ### Discovery for Sybase ASE Corp IP Change **Challenge (Situation/Task)** To segregate non-PCI PCI networks, a project was opened to evaluate the change in the IP of the server of the corporate Sybase ASE ( GE1, WF1, WM1, etc.) and it was necessary to map and estimate all applications and services that needed to be adjusted. **Tasks:** - Find, map and estimate effort to maintain each application or service **⚡ Minha Atuação (Ação)** - Search for versioned fonts - Analysis of the settings of each application/service - Survey how to test each application and service - Apply and test under approval the change **Impact (Result)** - Project was depriorized after initial high impact estimate on a very large volume of applications and services still in survey - The infrastructure team presented another solution that would not need to change the current IP - Mapping and understanding of the support team on many legacy applications **🛠️ Stack:** Sybase --- ### New Integrated Community Model Onboarding and Build&Run **Challenge (Situation/Task)** Integration of project teams with support teams, being necessary to include in the routine of the project team processes of call, shift, monitoring and governance of the productive environment. **Tasks:** - Document Support Backlog - Empower project team in incident care **⚡ Minha Atuação (Ação)** - Follow-up in pairs with dev and support in incident care and on shift - Pass of knowledge on recurrent productive problems **Impact (Result)** - Times with delivery routines and support in relay of 'beater' and timer **🛠️ Stack:** Agile --- ## 2020 ### Budget Review and CINVEST of the New Salesforce Contract **Challenge (Situation/Task)** With the maturity of Salesforce's first contract and significant expansion of tool users, the team did not know how the types of licenses were priced and did not have a historical basis for the individual acquisitions that had already been made and needed to close a very conservative budget. **Tasks:** - Meetings with Salesforce to detail each type of license - Review of all planned features and needs - Align with each area number of users and expansion expectations - Set license limits management **⚡ Minha Atuação (Ação)** - Spread all costs at the lowest level of detail - Prepared presentation and defense for CINVEST - Detailed for each team as the budget was composed **Impact (Result)** - **Economy of more than 3MM** in the negotiation of the final contract - New contract negotiated in partnership with CoE Salesforce of Itaú and purchasing team - Clearness of areas on the cost of each type of license **🛠️ Stack:** Salesforce --- ### Supplier Budget Review (MGI Tech & Maplink) **Challenge (Situation/Task)** Lack of clarity and knowledge about the pricing of what was already in use in the production and the estimates of expansion of the areas to prepare the IT budget. **Tasks:** - Alignment with each supplier to clarify pricing - Alignment with Logistics and Commercial areas on underutilized resources and expansion planning - Elaboration of new conditions and requirements for new contracts **⚡ Minha Atuação (Ação)** - Planned and built presentation and defense for CINVEST - Canceled hiring tablet rental for commercials - Reviewed and updated the version of rented mobile phones for Logistics technicians - Separated from the supplier's equipment and resources contract, the service contract **Impact (Result)** - **Economy of approximately 500 k** in renegotiated contracts - Better budget management of suppliers **🛠️ Stack:** Contract Management --- ### Core Network Support (GE1, WF1, WM1, etc.) **Challenge (Situation/Task)** With much quieter Sales Force support, support was unified with the Core Network systems of WF1, GE1, etc., with the need and goals to reduce the number of calls, abends, time of incident attendance and direction of root cause corrections for project teams. **Tasks:** - Analysis of so-called critics in need of quick palliative solutions - Specification of Root Cause Improvements - Development of improvements and corrections - Validation and monitoring of project deployments - Monitoring of project refinements with support bias, prioritizing with teams non-functional monitoring, safety and quality requirements **⚡ Minha Atuação (Ação)** - Service to calls of various problems (Cadastrals, Accreditation, Banking, Product Qualification, Structural Projects, etc.) - Log improvements - Included integrations to capture logs in Splunk - Support team training with knowledge of Salesforce **Impact (Result)** - Achievement of targets for reducing incidents and time of call attendance - Reduction of batch mesh abends - Support team with training also in Salesforce **🛠️ Stack:** Splunk --- ## 2019 ### AFVC Support - Field Force **Challenge (Situation/Task)** Continuity of support work with increased support team needing training and organization to meet a large volume of calls and problems with recurrent high criticality in Logistics. **Examples of common problems:** - Failed to create OS - OSs routing failures - Failures in the Force Field app for the Technician **Tasks:** - Discovery of Field Force Features - Team training for Support - Root Cause Correction Backlog Priorization - Development of root cause corrections **⚡ Minha Atuação (Ação)** - Participation in refinements with project teams, opinioning on best practices and development quality - Validation of every new delivery, sharing knowledge with support team of what was being evolved - Specifying and Validating Software Factory Development in Root Cause Treatises **Impact (Result)** - Reduction of critical impact problems for the Logistics operation - Less time to attend to incidents - Improved incident and problem management - Project team with more deliveries and higher quality **🛠️ Stack:** Salesforce --- ### AFVC Support - Sales Force **Challenge (Situation/Task)** Continuity of support work with division of support team to focus on the processes of Commercial, which was expanding and with high volume of calls and problems. **Example of common problems:** - Data synchronization failures in the Cockpit Offline App (Android version) - Recurrent TV2 mesh batch Abends - High volume of errors in Cockpit features **Tasks:** - Discovery of Cockpit Features - Team training for Support - Root Cause Correction Backlog Priorization - Development of root cause corrections **⚡ Minha Atuação (Ação)** - Participation of refinements with project team, opining on best practices and development quality - Validation of every new delivery, sharing knowledge with support team of what was being evolved - Specifying and Validating Software Factory Development in Root Cause Treatises **Impact (Result)** - Reduction of critical impact problems for commercial operation - Less time to attend to incidents - Improved incident and problem management - Project team with more deliveries and higher quality **🛠️ Stack:** Salesforce --- ### Support Network Accreditation (Force Sales + WF1) **Challenge (Situation/Task)** Prioritization and corporate goals for Commercial perform more Accreditations, where was developed in Salesforce itself (outside the Android app) Cockpit accreditation that was born with more online integrations with WF1 and GE. Already with the support team away from the Logistics team. **Tasks:** - Mapping of Cockpit Accreditation integrations and architecture - Monitoring the refinements of the new Accreditation - Attendance of incidents **⚡ Minha Atuação (Ação)** - Validation of every new delivery of changes in production - Execution of implementation Runbooks in production and monitoring of validations - Direction for the team of improvement projects and root cause treatatives of incidents **Impact (Result)** - Rapid incident response - Reduction of critical problems for commercial operation - Largest number of project team quality deliveries **🛠️ Stack:** Salesforce --- ## 2018 ### Transition of the Support Team **Challenge (Situation/Task)** Cockpit and Campo Force projects, recently deployed in production, without a well-defined process of support and change, with a high volume of errors and complaints. **Tasks:** - Analyze and target incomplete errors, failures and features - Align versioning, change and deployment processes - Implement monitoring - Treat incidents **⚡ Minha Atuação (Ação)** - Aligned and created a stream of support calls for commercial executives and logistics technicians and managers - Aligned with the area of change and information security, the support team's responsibility is to validate and implement the deployments of the teams in Salesforce centrally - Aligned with best practice teams for versioning and using development Sandboxes - Specified and prioritized along with Salesforce development plant root cause corrections for productive problems - Lined up with CMR team monitoring and alarms **Impact (Result)** - Reduction and stability of the Salesforce environment for both the Sales Force and the Field Force - Extension of the number of executives and technicians using the tools - Higher focus and number of project deliveries by project teams **🛠️ Stack:** Salesforce ==References====External links==