Augusto César Coutinho de Oliveira

As SRE Manager, I have the responsibility to support the monthly operation of Global Sales Incentives applications, making sure Kyndryl GTM (Sellers) will receive their monthly commissions, on time and in an accurate way.

As DevOps Mgr, I have the responsibility to maintain the infrastructure required to support all Legacy applications being used by GSI (global Sales Incentives) team.

As Compliance Mgr, I have also all business controls related aspects under my responsibility, which include but is not limited to subject areas like: ASCA/SPIR reviews, audits, SOX, Risk Management and all respective components required to keep a good Business Controls posture, for Incentives Applications.

Key Accomplishments: Mainframe environment setup to allow the spin off, Creating a replica of all Legacy incentives Systems (in a different LPAR), to run independently from IBM, supporting Kyndryl Incentives area from day 1.

Support the Fiscal Year change for Kyndryl: Adjusted all the monthly cycles to support the business requirements to setup the new fiscal year from April/2022 to March /2023.

Implemented simplifications/automations: Saved hundred of working hours during monthly cycles by identifying opportunities to replace manual work by automated processes.

Archive legacy data for audit purpose: We defined a solution and moved all legacy data from IBM Public Cloud, to Azure SQL Server, closing the 2023 fiscal year and the life cycle of FMS.

Compliance Reviews/Audit: we closed the 2023 fiscal year with all reviews and audits successfully completed.

After working on different leadership positions in IT, I moved to Incentives area at IBM with a great mission to build a senior team, to operate as SRE, the Legacy Incentives applications (most of them running on z/OS).

During this period I led 15 senior resources (one IM, 2 DBAs, one Product Owner, and 11 Senior developers). We took the work from Guadalajara team, and became responsible for the SRE operation (running the monthly cycle in a follow the sun concept, with India team). I supported IBM Incentives Legacy systems for 2 years, until we moved to Kyndryl .

As SRE Manager, I had a strong learning curve, receiving Training and KT fully focused on SRE best practices (which was already adopted by Incentives at IBM). So even being added to an existing structure with a strong background at IBM Legacy applications, my team and I had great opportunities to improve our skills and add value contributing with Stabilization, Automation, Monitoring, ITSM (Incident/Change/Problem processes), Capacity Tracking/planning action for incentives area.

Key Accomplishments:

Automations implemented which simplified the manual work during the Monthly cycles.

Incident management process review (integration with PD);

Incidents Auto-triggering on SN;

Deep learning of SRE practices;

Increased maturity of Agile process/practices;

As Network Engineer on NW Operate team, I had the responsibility to monitor and keep the Americas NW up and running 7x24, which included all Americas Sites and their respective NW infrastructure WAN, each site/office LAN, WiFi, Internet links and everything else needed to support the IBM connectivity.

Key accomplishments:

Adoption of many different Monitoring tools which gave us a strong control and visibility of our NW infrastructure;

Early adoption of Agile to drive our way of working. One of the first teams using Agile to drive infrastructure work.

Implementation of follow the sun support model for the NW team;

Servicenow implementation for NW tickets (I've actively worked to implement all setup required for NW support on my team);

Processes standardization mapping all NW support processes and documenting them in a common tool.

LACC (Latin America Computer Center) was the Mainframe Environment hosting all the Latin America legacy applications, supporting the IBM internal account.

It had around 100+ applications, with more than 30 considered Quarter End / Vital applications.

LACC gave me a strong experience as Program manager, since it involved the Corporate Mainframe environment, and all multidisciplinary teams needed to maintain this infra/applications up and running, most of them 7x24.

It represented more than 100 Tech people in different Support areas like: CICS, IMS, DB2, MQSeries, Capacity/Performance, Network, zOS support, VM support, RACF, Operations, TWS, between other support teams, in addition to the Developers and the respective Application owners, which were considered my customers.

I’ve managed several projects involving Infrastructure like HW upgrade ; DR exercises; System upgrades (Db2, IMS, MQ, CICS, z/OS) and more then 30 Quarter End Closings, all successfully done.

key experience accumulated at this position: Communication; Crisis Management; Program Management (most of the projects touched the entire portfolio needing a strong negotiation, tracking and prioritization), in addition to a strong network with the whole LA and Mainframe teams.

As CIO Infrastructure Leadership team member in Brazil, I’ve worked supporting most of the services provided by the CIO for IBM Brazil, which included:

Strategy definition/Maintenance/Purchase/Asset control/Cost recovery for:

- Mobile Phones;

- Workstations for IBMers;

Maintenance / strategy definition and cost recovery for :

- Mail services;

- Hosting services (Mainframe and small servers used for the Legacy applications)

- Network (interlock/contract administration with AT&T)

As business Analyst for the SPO (Services Parts Operations), I supported the operation of a very sensitive area responsible to keep the Parts inventory to support all IBM Customers in LA (which had IBM machines installed), and its Main application called CEPICOS (which was replaced by RTS).
Key experience gained, Common application installation (changed key Parts Application, replacing the old appl CEPICOS by RTS (real time system), which involved local requirements identification, strong interlock with US developers, tests, implementation, stabilization and then normal Support.