Contact

Edmilson Carvalho de Mattos

www.linkedin.com/in/edmilson- Executive MBA | FIAP / Project,Product,Process and Industrial Mgt
carvalho-de-mattos-8983b29 and Director/Continuous Improvement/Lean Manufacturing/Six
(LinkedIn) Sigma/Black Belt
São Paulo
Top Skills
Project Management Summary
PMO
• 15 years of experience in managing consulting projects and
Management Consulting
organizational transformation programs in managing, coordinating
and validating the implementation of Oracle EBS, Oracle Cloud
Languages
Fusion ERP, SAP integrated systems;
Spanish
• Management of Compliance Projects in Brazil and globally;
English
• 22 years in continuous improvement projects, turnaround,
Discovery, Civil construction, digital conversion, Design Thinking,
Certifications
UX/UI Designer and Product Designer in the areas of shop
SCRUM AGILE SFC
floor, Control and Management, PCP, Costs, Quality, Product
SCRUM SFC
Development and services, KPIs/OKR, in companies: Nestle, Brasil
Cobit
Kirin, HSBC, Banco da Amazônia, Cobra Tecnologia, DGM Angola,
Hydro Norsk and Votorantim Metais;
• 8 years, as Agile Coach and Scrum Master, in Project Management
and Digital Transformation Programs, leading activities such
as: Business process review and identification of improvement
opportunities, definition of the architecture and functional
requirements of solutions. FIT & GAP analysis of solutions,
conducting ideation and solution design sections, carrying out effort
and cost estimates, defining the roadmap of transformation projects,
executive reporting on the progress of projects, managing people
and developing business opportunities,
Agile, acting as Scrum Master;
USING, too, End user computing, a system designed in such a way
that it allows non-IT professionals to understand basic technology
concepts, allowing them to create functional software applications.
Experience in working in a process-oriented organization.
Soft Skills:
• View of the forest;
• Meritocracy;
• Resilient;
• Sense of belonging;
• Innovative and creative;

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• Friendly.
• Committed to the values of the company
. Jira / Bitrix24 / React / Bisagi / RPA / EUC
. Project Microsoft
. Pacote office advanced

Experience
Tata Consultancy Services
Program Project Manager
January 2022 - Present (1 month)
São Paulo, Brasil

• Coordinate projects in financial institutions such as banks and insurance

companies, using current methodologies, such as: PMI, SCRUM, Waterfall,
Lean, among others...
• Acting remotely on clients, or in a hybrid way, coordinating technology and
business squads and teams, reporting to Stakeholders and giving full and
effective visibility into the progress of projects;
• Scrum Team Coordination on the journey to understand the process, its
values, rules and practices so that the team is self-organized. Facilitating the
Daily Scrum;
• Present, as a preventive action, a plan for mitigating internal and external
risks and impacts to the project.

Mae Corp
Continuous Improvement Manager / Project Manager Scrum master
August 2016 - January 2022 (5 years 6 months)
São Paulo, Brasil

• Discovery projects in Brazil. Performing visits, surveys and discovering

possibilities for new projects for organizational improvement, digital processes
and organizational culture.
• Work with clients on the Scrum Team on the journey to understand the
process, its values, rules and practices so that the team is self-organized.
Facilitating the Daily Scrum. Based on solid knowledge and experience with
agile methodologies.
• Consulting with the project team in ERP Oracle Fusion projects and SAP
Cloud, supporting decisions and analysis in business processes and various
segments, parameterizing and supporting the heads.

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• Mgt of digital transformation projects and programs leading activities such
as: Business process review and identification of improvement opportunities,
definition of the architecture and functional requirements of solutions.
• Mgt of the innovation process and creation of an environment of engagement
mentality for the entire company in today's digital aspects, such as: IoT, Mgt
4.0, Big Data, Analytics, Mach. Learning and Agile. This movement scales the
company's Top down, involving and changing the culture, mission and vision of
the group facing the challenges of the 21st century. With that, continuous and
engaged training by the entire mgt and direction, as only with full involvement
would there be success in a project of such a range;
• Working for the last 8 years, also with startups such as Scrum Master,
Product Owner and Agile Coach in mobile solution projects. Definition
of tools, architecture and focus on acceptability and usability according
to the TAM (Technology Acceptance Model) model and also taking into
account the principles of UI / UX Designer building IOS and Android solutions
for applications related to health, agrobusiness, services, finance and e-
commerce. Work with technical teams to deliver solutions applicable to mobile.
In innovation and digital transformation projects, RPA, e-commerce platforms.
Too, End user computing.

HSBC
Program Project Manager of Compliance
March 2015 - September 2016 (1 year 7 months)
Curitiba Area, Brazil

• Coordinate and report the evolution of 8 compliance projects, 6 at the global

level, and 2 at the national level; • Participate in weekly video conferences
involving the USA, Mexico, India, United Kingdom, China and departments
in Brazil to support the maintenance and technical development of projects; •
AML monitoring and consolidation of Sanctioned lists; • Preparation of weekly
status reporting the evolution of each project, alerting to Issues and possible
delays in projects, already proposing mitigating actions.

Brasil Kirin
Project Manager of CRM Dynamics Microsoft
March 2013 - October 2014 (1 year 8 months)
Itu, São Paulo, Brasil

• Coordinate and implement CRM Dynamics at the Brasil Kirin client, in Itú,
at the CSC focusing on the automation and consolidation of data related to
operations, calls, requests, SAC, services and personnel. The CSC comprised
HR, Tax, Billing, Transport, IT, Logistics, Customer Service, that is, the entire

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back office supporting industrial operation; • Weekly report on the evolution
of the project with the participation of all managers involved, alerting and
charging for mitigating actions by ISSUES; • Maintain contact and good
relationship with all sectors involved, in order to facilitate communication
and give visibility to the project; • Manage a direct team of 3 analysts, in
locco and 4 developers, based in SP capital; • CRM implementation and
parameterization according to the process mapping presented by the client; •
Delivery of the CRM implemented in 9 months and data extraction, which were
previously measured manually, via phone, internet and portal, now all in one
repository. With the installation of monitors in each sector, alerting the number
of open calls and the waiting time compared to the standard time; • As a
result, Brasil Kirin was able to mediate the efficiency of each sector, drastically
reduced its staff, as many activities became automated and much safer.
Facilitating decision-making by managers and reports from the headquarters in
Japan.

The Highland Group

Senior Consultant - Continuous Improviment in Mine
January 2011 - June 2013 (2 years 6 months)
• Conduct a survey in two specific sectors aiming at improvement and
operational gain and efficiency: mine and factory operations;
• The CVRD project was contracted with the objective of increasing production
from 7.8 billion tons to 9.2 billion a year by the end of 2011. This involved a
team of 30 consultants spread across 6 sectors of the mine in Paragominas
and each team carried out surveys finding problems in the operation and
proposing improvements. These improvements were presented to the plant
managers and Director and implemented, controlled and audited;
• The other Discovery went to Votorantim Metais, raising possibilities for future
projects and considerable improvements, both in the mine and in the factories;
• Carry out kaizen surveys and implementations, use Design Thinking,
remodeling some sectors and processes, aiming at productivity gain, cost
reduction, quality improvement, process standardization, agility in operations
and group decisions, drastically reducing communication noise through hyper
communication 8D methodology for problem solving and, mainly, for the
creation of groups that involve and adopt such methodology in their sectors, all
this through continuous training, all connected to the corporate University,
• Weekly reports involving the entire team of consultants and presentation to
CVRD managers and managers of the sectors involved;
Sap release and adapt form off a better process operations;

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Note: When we started the project, the contracting company was CVRD, which
was aiming to sell to Norsk Hydro, which occurred in mid-2012.

Ministério da Infraestrutura de Angola

Housing Project Manager
September 2009 - July 2012 (2 years 11 months)
Luanda, Angola

• Another well-structured program was with the Ministry of Infrastructure,

which, through a housing program, built and contemplated 200 popular
houses, built in record time because the structures were shaped in aluminum
shapes and the concrete was forged in plates that met the speed of the
workers that in a much smaller number than a normal work, due to this model,
applied the concrete slabs and raised the houses in an extraordinary time.
As a result, he participated in tenders, requests to public agencies, notaries,
legal proceedings, quality validation and contracting of necessary material
appropriate to the construction model. Participated in several meetings of
hiring, negotiation, report on the evolution of the project, renegotiations,
legalization of properties and everything that involved, from the acquisition
of the land to the delivery of keys. This entire project was measured through
Lean Construction, a philosophy pertinent to Lean Manufacturing that is
nothing more than lean construction, without waste of any kind.

DGM Sistemas Lda

PMO . Corporate Project Manager
March 2009 - December 2011 (2 years 10 months)
Luanda, Angola

• Responsible for the control and management of 8 government projects,

involving 6 in the INSS, 1 in the Ministry of Justice and another in the Ministry
of the Armed Forces; • Management of all phases of each project and
responsible for the weekly report to government advisers through meetings
where it presented the evolution and delay in the projects; • Weekly meeting
with the project managers who reported their status to me. Monitoring and
visiting the implantation sites in government departments, through weekly
visits; • The projects were multi-varied, being IT, process redesign, civil
construction, identity card, telecommunications infrastructure, software
licenses, redefinition of new business models, etc ...; • The civil construction
project involved the construction of around 100 INSS branches, spread across
the country. • Elaboration of quarterly seminars, with the preparation of a
physical document consolidating deliveries in phases, giving visibility and
status within the timeline of each project, reporting delays and where they

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started from and results obtained so far. Ministers of the portfolios participated
in this seminar, to become aware of the evolution of the projects and report to
the organs and the Presidency. SAP implementations in Sonangol, release e
rolout,

Cobra-Tecnologia
Project Manager Oracle
September 2007 - December 2008 (1 year 4 months)
Develop, coordinate and monitor implementation of the project implementation
of ERP Oracle public financial institution, interacting with 400 employees,
enabling the institution, through the deployment of 26 modules, with accurate
and immediate information and a model of business process best suited to
institution.
Coordinate the process of change generated by the impact of implementation
of ERP and the change in organizational culture necessary for the success
of the project. Fade resistance and overcome them through a lot of talk,
symposia and training. The secret was to generate synergies.
Link between managers of the institution, team and suppliers.

Praticagem Da Bacia Amazonica Oriental

Executive Manager
January 2006 - August 2007 (1 year 8 months)
Belém Area, Brazil

Controller General of the company.

The challenge was to merge two companies into one short period of time and
with different cultures. I got the structure creating a unique work environment,
more collaborative, where employees could participate in decisions and meet
the goals outlined in strategic planning.
Creation and issue tracking performance and control through BI.
We improved the focus of business and professionalized the staff involved,
giving more credibility to customers of businesses such as BR, Wilson Sons,
alliance, Trans ship, Transpetro, among others.
Coordinate and consolidate the financial statements in "USSGAAP" and
"BRASILGAAP" IFRS Law 11683.07.
Prepare the organization to new changes in the global pilotage empowering it
with the best practices, and be the largest area of pilotage in the world.

Nestle Waters Brasil Bebidas e Alimentos Ltda.

Process Audit 1997/ Project Manager 1999/ Production and continuous
Improvement Manager
March 1997 - April 2007 (10 years 2 months)
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São Lourenço Area, Brazil

• Responsible for studying, understanding and proposing solutions to

operational problems in each manufacturing unit, redesigning processes and
implementing improvement and control actions to promote information to the
Brazil and France matrix;
• Main performance on the factory floor, aiming to increase production at home
by 20% in the shortest period of time, starting with programs to implement
methodologies that encourage management actions and create KPIs to
measure and provide a vision of evolution of actions;
• Program to reduce factory waste and train machine operators and
maintenance operators in order to have the least possible downtime and with
an objective and assertive maintenance intervention, when necessary, in a
short period of time, thus reducing drastically downtime;
• Implementation of the HACCP quality program;
• Change in the raw material, manufacturing and finished products storage
system. As the products were produced in-line, we also acted in the
management of bottlenecks and adjusted the processes to optimize the entire
manufacturing flow, reducing the intermediate stock of semi-finished products;
• In 1999 we invested heavily in new machinery, which forced us to change
processes in production and logistics. We implemented smarter lines that
placed finished products on vertical and rolling structures, thus generating a
release of PEPS products;
• Also in 1999, Perrier Vittel, France, implemented a computerized system of
indicators that needed to be loaded with information from the factories and
its information served the factory management and were consolidated in the
Global Control and Management;
• Participation in the launch project of Água Nestle, which involved everything
from the construction of a new shed, purchase of machinery, new processes,
training, new quality and governance system.

UNIFESO - Centro Universitário Serra dos órgãos

Teacher
October 2002 - January 2006 (3 years 4 months)
Gave the discipline of the Organization, Systems and Methods and Project
Management for the 5th semesters of Business Administration;
Coached monographs;
Gave support and advice to strategic area of the institution in the
implementation of the BSC and Strategic Planning.

Cia Valença Industrial

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Produciton Manager
May 1989 - October 1996 (7 years 6 months)
Valença BA, Area, Brazil

• Implementation of the Industrial Eng sector, creating processes and around

70 KPIs to measure industrial evolution. In 1989, when we started, overall
efficiency was 54%, poor quality in processes and products, lack of clear rules,
manual controls and many of them handwritten, absence of a Safety at Work
program, in short, chaos.
• We created a wage incentive system in the first year that, from 75%
efficiency onwards, triggered a trigger and generated an increase in the hourly
wage of factory personnel, we noticed a considerable increase in efficiency
indicators in sectors that used to be 70, 72% reached 90, 95 and up to 102%
efficiency. In other words, we made the story of the horse chasing the carrot
work;
• Implemented cost reduction program, waste, downtime, maintenance
intervention, among others...;
• I met weekly with all section heads and industrial director of the two raw
fabric and finished fabric plants to discuss indicators and the evolution or fall of
these indices, raising causes and submitting corrective and mitigating actions.
• Three years later, in 1992, overall efficiency was 93%, sales had increased
fivefold, costs had reduced 35%, quality had increased by 80%, waste
was almost zero, continuous training program, Cipa , outsourced industrial
restaurant, maintenance programs and personal training.
• In the social area, we provide day care for the employees' children, food
baskets and outpatient care on the factory premises.
• We understand that what makes the wheel spin is a good communication
channel and clarity in actions, this brings engagement and gives the employee
a sense of ownership.

Education
FIAP
Executive MBA, Acting, in clients, in the Scrum Team on the journey to
understand the process, its values, rules an · (2021 - 2022)

EBAC - Escola Britânica de Artes Criativas

Product Designer, Marketing · (2021 - 2021)

EBAC - Escola Britânica de Artes Criativas e Tecnologia

UX/UI Designer, Marketing · (2021 - 2021)

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EBAC - Escola Britânica de Artes Criativas e Tecnologia
Produc Designer, Gestão de Marketing · (2021 - 2021)

SCRUMSTYDE SFC
SCRUM, Gestão de Projetos · (2021 - 2021)

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