Approaches
Models, frameworks and diagnostics I created and refined in real contexts. Filter by the pain you want to solve or by the type of method.
None is a fixed recipe: I read the scenario and the people before applying. The form shifts — sometimes pragmatic, sometimes playful; the focus on outcomes does not.
I connect the levels of work granularity — strategy, objective, epic, story, task — without mistaking formalism for value: value lives in the story, the epic is just organization. I make explicit why multiple parallel objectives don't speed delivery up and how focus and value slicing unlock flow. For less technical teams I use everyday analogies; for an executive committee I speak in capacity, dependencies and opportunity cost.
Mental model
I make visible the dependencies that block 'autonomous' teams. I map the strategic bets, the teams that affect them and each dependency (knowledge, people, tools, microservices, customers), scoring them on a probability × impact matrix tied to the bets. Prioritization guides team topology and process review — at PicPay, this cut average waiting time from 20 to 3 days.
Process framework Canvas & tool
I treat prioritization as the central product bottleneck. I combine known methods (RICE, WSJF, Driver Tree, opportunity cost) with the executive layer I lived in a regulated environment: cost of delay, ROI, RAROC (risk-adjusted return) and cost to serve. At Itaú, I ran portfolio workshops with three director areas, ~80 superintendencies and around 250 GPMs, forcing explicit choices and trade-offs — the value of prioritized initiatives went from R$ 25M to R$ 65M.
Process framework Canvas & tool
I build a common metric language so indicators become decisions, not just dashboards. I model each metric as a network — name, domain, formula, purpose and breakdown, correlation and causation relationships — distinguishing direct breakdown (a formula variable) from causal (impact over time). At Itaú, this catalog became the single source of truth and the knowledge base of an AI agent (LLM + RAG), raising the conversion of insight into action from 25% to 65%.
Canvas & tool
I treat facilitation as deep listening, not ceremony. I structure listening in four stages — hospitality (being the host), hospital (diagnosing without judging), asylum (welcoming creativity and divergence) and innkeeper (telling the collective story of what was heard). I use it so retrospectives and diagnostics produce real alignment and continuous improvement, instead of empty action plans.
Facilitation Diagnosis
Business, culture, organization and technology share the same bias: proposing the solution before understanding the problem. I work so empathy isn't reserved for the end customer but extends to peers too — because it changes code review, HR conversations, support and the backlog. I bring a bank of exploration questions to hold problem clarity before any decision.
Mental model Diagnosis
No approach matches these filters.