Delivery flow
The time between deciding and delivering is longer than wanted.
93 → 21 days of launch lead time for an MVP Approaches for this painProduct Management · Delivery Management · Business Agility · Product Operations · Governance & Portfolio
I turn complex contexts into simple decisions.
I connect business, product, strategy, technology, culture and process to clarify choices, align people and deliver measurable results.
What I solve
The pains I unblock — and what they became
Five recurring fronts across product, business and technology, each with a real result. They rarely come alone: I start by understanding the context and the people before proposing the path.
Predictability
It is hard to say with confidence what will be delivered and when.
20% → 65% adherence between planned and delivered roadmap Approaches for this painDirection and prioritization
There are more initiatives than capacity, and what is left out is not always explicit.
R$ 25 mi → R$ 65 mi financial value generated by the prioritized portfolio Approaches for this painReading the customer and the business
Signals from the customer, the data and the results are not clear enough to decide.
25% → 65% conversion of data insight into action, supported by AI Approaches for this painAlignment and autonomy
Areas and people decide in disconnected ways, and knowledge stays concentrated in a few.
+57% perceived quality of team health Approaches for this painAggregated, publishable results. Confidential information has been omitted. Each number opens the case that gives it context.
How I think
Better decisions start by making the reasoning visible
My work combines executive clarity, systems thinking, critical reasoning and accountability for consequences.
Complexity must become a choice
Strategy only guides when it makes priorities, limits and what will deliberately not be done explicit.
A good metric shapes behavior
Indicators link customer value to business impact and fit what the team can act on. And since metrics shape behavior, I choose carefully which one to encourage.
Every decision contains a trade-off
Trade-offs need to be visible so that different people can align and act with autonomy.
Change depends on buy-in
A good solution is not enough. You must influence, communicate and create the conditions for others to sustain it.
Approaches
Methods I adapt to the reading of the context
I have my own methods and models, refined in real contexts. They are not fixed recipes: I read the scenario and the people, and the form shifts — sometimes pragmatic, sometimes playful. What doesn't shift is the focus on outcomes.
Explore the approachesPractice
What matters is the quality of the decision
The cases record context, choices, metrics and lessons — not a list of responsibilities.
Turning competing priorities into explicit choices
Governance to connect strategy, customer pain, risk, dependencies and financial impact in a large-scale, regulated environment.
Getting metrics out of the dashboard and into the decision
A common metric language and an AI agent to guide outcomes, connect sources and shorten the distance between analysis and action.
Content
What I think, publish and build
6 co-authored books and 4 original books in progress, 12 podcast and video appearances (Product Guru's, Love the Problem, Conversa Ágil, GloboTechCast), 4 scientific articles and projects with artificial intelligence — on product, strategy, agility, culture and AI.
Direct questions
Questions I often hear
Do you only work in tech and financial companies?
No. That's where I've gathered the most cases, but the pains I solve don't depend on the industry: every company has people and processes, so there will always be flow, predictability, prioritization, customer reading and alignment to unblock.
Do you only operate at the strategic level?
No. I believe that connecting the strategic, tactical and operational levels is the key to performance, alignment and engagement. I move between the boardroom conversation and the team's day-to-day decision — and that bridge is what creates results.
Are your approaches ready-made recipes?
No. I have my own methods, but I read the context and the people before applying them. The form shifts — sometimes pragmatic, sometimes playful; what doesn't shift is the focus on measurable outcomes.
Why do you hold so many different roles?
Because I love solving problems, and each role solves a kind. As a Product Manager, product and customer problems. As a Delivery Manager, the team's and the stakeholders' closest to delivery. In agility (Agile Coach, Scrum Master), I ground culture, experimentation, testing and learning. In portfolio and Product Operations, I connect areas into an efficient operating model and governance, with visibility. It's the same work seen from different angles.
How do you work with artificial intelligence?
On two fronts: AI for productivity in the work itself (development, automation) and AI as a product component (language models, RAG, agents). Never AI for AI's sake: only when there's real gain and the use doesn't squeeze the margin or blow up costs without a worthwhile result — always with adoption metrics and governance.
Where do you work?
I'm from Niterói, Rio de Janeiro. I work remotely with teams worldwide, and on-site or hybrid across Southeast Brazil.
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