Guilherme P. Carvalho

Transferred from Avanade Brazil to Avanade Canada, assigned to one of the largest Canada clients in Natural resources. As Delivery Lead a pivotal role was played in steering critical Design sprint stages and successfully managing the delivery of complex ERP and D&AI projects. This involved adeptly navigating challenges such as offshore delivery issues, client program hurdles, and solution-related obstacles. Notably, it was achieved project completion within target margin of the initial financial forecast, addressing and resolving client escalations.

From February 2023 to the present, engaged with an Oil & Gas client based in Alberta, commencing with the Oil & Gas account during the solutioning phase, extended through the Plan, Analyze, Design, and Build phases, with the Go-Live in progress. Maintaining project schedule and margin consistently, positive client feedback has been received.

In both roles, it was prioritized relationship building, fostering strong connections with Avanade Account Leadership, Avanade Architects, and directed teams. Embraced an inclusive approach, enabling the team to find their own answers and fostering a collaborative environment for long-term growth.

Functioning as the Delivery Client Lead for a pivotal Brazil Health account, oversight extended to a team of over 80 members, managing a business of over 20 million BRL annually. Responsibilities included comprehensive account and financial management, delivery and people management, as well as ownership of the opportunities pipeline and sales cycle. Engaged in a multi-platform, multi-year complex endeavor encompassing Custom Microsoft, CRM Dynamics, SAP, ServiceNow, AMS services, and Squads/Projects. Notably, during FY21, all contracts in scope surpassed target project margins.
An accomplishment for the fiscal year involved securing a new contract booking of +6 million BRL, with personal leadership in value proposition, solution design, and pricing. A significant contribution was in the growth of the CRM business, scaling revenue from approximately 1.6 million BRL to about 5 million BRL per year (expanding from 4 to 12 FTEs).
Operationally, strategic initiatives were implemented in key delivery roles, with a keen focus on fostering the career growth of both account and team members. The emphasis on team exposure and growth played a pivotal role in showcasing their great work and achievements.

Progress monitoring of programs was conducted using Wipro's methodology. The role encompassed overseeing project delivery portfolio and ensuring margin health. Eight simultaneous accounts, with a strategic focus on Consumer Goods, Retail, and Public industries, were under direct supervision. Collaboration with project managers and tech leads was integral in assessing program progress. Leadership extended to a community of over 400 people.

A notable achievement during the first year involved directly leading the blueprint for a Multi-country ERP Implementation, contributing significantly to program extension and generating 7.3 million USD in new business. This accomplishment underscored a strategic approach to program management and a commitment to driving substantial growth within the region and ERP practice.

In the capacity of IS Manager for Latin America, a dual responsibility was assumed. Managerial duties included overseeing both Change and Run ERP organization across 9 countries, catering to 1500+ business users, 4 factories, 12 commercial branches, and 10 3PLs. Key accomplishments encompassed orchestrating a Regional Full Outsourcing to Infosys, covering Applications, Infrastructure, Service Desk, Field Services, and Telecom, resulting in an annual savings of approximately 5 million GBP for the Latam region. Additionally, a successful ERP Server migration to the Cloud realized savings of around 1 million GBP annually.

Simultaneously, as the Senior Finance Functional Lead for Latin America, pivotal contributions were made to the Finance project portfolio, resulting in tangible achievements. Directly delivering projects such as Ariba implementation for Brazil and Mexico businesses, Supplier Financing integration with HSBC, and the Indirect Tax Stabilization program, yielded significant savings of over 10 million USD per year for the company.

Accountability for South America Business Application new projects extended to encompass a comprehensive range of responsibilities, including requirement understanding, RFP response, facilitation of scope refining workshops, solution design, estimation, pricing, negotiation, contract composition, and delivery handover. Active engagement during project execution saw them fulfilling the role of Functional Subject Matter Expert for Electrolux and Cargill Brazil accounts.

Recognition was accorded in the form of the prestigious "The Best Service Line Practice Manager" for Latin America, achieved by surpassing fiscal year goals in 2013 and generating new sales surpassing

+10 million USD. This accolade underscores a commitment to excellence and strategic leadership, exemplifying a dedication to successful project outcomes.

Led projects by coordinating schedules, organizing resources and delegating work to meet deliverable and timeline requirements for Cargill Latam ERP Projects, looking after +25 FTE team size operation Identified areas in need of critical improvement and implemented strategies to achieve targets, such as Quick win fast track, which accelerated high value / small-sized projects delivery

ERP/Applications Managed Services were overseen across three countries, with 60+ team members managing services for 5000+ users. Notably, the contract was extended from 4 to 10 years based on service level results in the initial three years. Expertise in consulting played a pivotal role during the due diligence and transition, ensuring a seamless 6-month process without operational disruption. With a focus on strategic oversight, valuable insights were provided into technical design, technology platforms, and methodologies. Tailored solutions were identified and recommended, resulting in a significant enhancement of overall performance and operational efficiency. Project success within specified quality, budget, and scope was ensured by leading cross-functional teams.

Responsible for Supply Chain Hypercare period in Magnetti Marelli Brazil ERP implementation project.

Assigned to Cargill account, working as ERP Consultant, responsible for Enhancements, Bug Fixing and Application support of ERP Procure to Pay and Fixed Asset modules in first year. Then led Fixed Asset project stabilization period, resulting in 60% problem reduction in 90 days.

Carried out Application Managed Services transition for critical application (3k users Brazil and Mexico), having leadership over 9 members team.