Renewal rate after repositioning a cybersecurity offer
01 / SELECTED IMPACT
Signals from products, portfolios and operations.
Growth in daily active users after product analytics and prioritization changes
Growth in managed assets
Annual operational savings for an enterprise client
LATAM markets in portfolio and GTM initiatives
Services organized in an integrated cybersecurity portfolio
02 / PROBLEMS I SOLVE
Where product, commercial and operational pieces need to fit.
Portfolio strategy
Rationalizing portfolios, reducing overlap and connecting product decisions to market, operational and financial realities.
Productization & packaging
Turning technical capabilities and complex services into clear offers with scope, value, pricing logic and expansion paths.
B2B SaaS growth
Using adoption, behavioral and retention signals to guide roadmap decisions, expansion and product investment.
Cybersecurity go-to-market
Connecting Product, Sales, Presales, Marketing and Delivery to take complex enterprise offers to market.
Post-acquisition integration
Harmonizing portfolios, commercial models, operating structures and positioning after acquisitions and integrations.
03 / SELECTED WORK
Complex problems. Concrete decisions. Measurable outcomes.
Four sanitized case studies showing the operating choices behind product, portfolio, and go-to-market work.
CASE / 01
OFFER STRATEGY / RETENTION
Rebuilding an underperforming cybersecurity offer
An enterprise cybersecurity offer had weak retention, an unclear value proposition, and misalignment between service scope, pricing, delivery, and commercial communication.
OUTCOMERenewal rate moved from 65% to 83%; the offer reached 53% gross margin and US$3.5M in renewed ACV in the first half of the year.
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The challenge
Restore a clear commercial and operational logic without exposing client, pricing, or proprietary information.
My role
Led the strategic repositioning across portfolio strategy, operational capabilities, pricing logic, partners, and go-to-market execution.
Constraints
Enterprise buyers, regional enablement, and multiple internal teams needed a shared offer definition.
Key decisions
- Refined the value proposition
- Reviewed scope and packaging
- Aligned Delivery, Product, and Sales
- Reworked commercial communication
- Created a clearer offer evolution path
- Supported regional GTM and enablement
What I delivered
A sanitized offer architecture, aligned enablement narrative, and a more explicit path from service definition to regional execution.
What I learned
Retention improves when the commercial promise, operational model, and customer value are designed as one system.
CASE / 02
B2B SAAS / ADOPTION
Turning product usage into growth signals
The roadmap was heavily influenced by feature requests while the company had limited visibility into real usage, adoption, and behavioral patterns.
OUTCOMEDaily active users grew by more than 100%; managed assets grew 70%, supporting revenue growth and a stronger expansion logic.
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The challenge
Move roadmap governance from opinion and requests toward evidence without ignoring the sales-assisted enterprise context.
My role
Introduced product analytics and helped establish usage-driven decision-making across Product, Sales, and Customer Success.
Constraints
Behavioral signals had to become useful to both product investment and commercial expansion conversations.
Key decisions
- Implemented Amplitude
- Defined behavioral events
- Connected analytics to roadmap decisions
- Worked on adoption and expansion signals
- Prioritized investment from actual usage
- Introduced product-led principles in a sales-assisted model
What I delivered
A behavioral measurement layer and a shared language for adoption, prioritization, and expansion.
What I learned
In enterprise SaaS, product analytics becomes strategic when it changes both roadmap choices and the commercial conversation.
CASE / 03
PORTFOLIO / LATAM GTM
Simplifying a fragmented cybersecurity portfolio across LATAM
After company integrations, the portfolio had overlapping services, inconsistent structures, different commercial practices, and dependencies across several countries.
OUTCOMECreated a more consistent foundation for regional GTM execution across five LATAM markets.
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The challenge
Create a more coherent operating and go-to-market foundation across Brazil, Chile, Argentina, Peru, and Colombia.
My role
Worked on portfolio harmonization and GTM structure with Product, Operations, Sales, Presales, and Finance.
Constraints
The work crossed country contexts, acquired structures, commercial models, and delivery dependencies.
Key decisions
- Organized 37 to 52 services after integrations
- Defined service lines and categories
- Reviewed positioning and packaging
- Supported SKU governance
- Prioritized about 12 strategic offers
- Created regional commercial and enablement materials
What I delivered
A clearer portfolio map, governance inputs, and regional materials that enabled more consistent conversations with the market.
What I learned
Portfolio integration is not a taxonomy exercise; it is a cross-functional operating decision.
CASE / 04
ZERO-TO-ONE / ENTERPRISE DELIVERY
Building products from zero to enterprise adoption
From 2011 to 2022, I founded and led a technology consultancy and participated in creating B2B software products.
OUTCOMEEasy Pricing achieved NPS above 85%; one document and payment automation solution generated about R$8M in annual operational savings.
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The challenge
Move from discovery through architecture, integration, deployment, and operational adoption in complex enterprise environments.
My role
Led technical and multidisciplinary teams across 50+ enterprise technology projects and co-founded Easy Pricing, a B2B SaaS pricing platform.
Constraints
Enterprise platforms, ERP integrations, critical workflows, and the responsibility to make products usable in production.
Key decisions
- Led discovery and solution architecture
- Managed development, integration, and production deployment
- Built for banking, healthcare, construction, and real estate
- Validated Easy Pricing with 10+ clients in six months
- Connected product delivery to measurable operating impact
What I delivered
Enterprise solutions and B2B products that combined technical depth, customer context, and operational ownership.
What I learned
Product ownership is strongest when the path from technical constraints to customer and operating value stays visible.
04 / HOW I WORK
Technical capability is only the beginning.
A strong technical capability does not automatically become a strong product. I work across market needs, customer problems, operational capabilities and commercial models to create offers that teams can deliver, customers can understand and businesses can scale.
01MARKET
02CUSTOMER PROBLEM
03CAPABILITIES
04OFFER ARCHITECTURE
05PRICING & PACKAGING
06GO-TO-MARKET
07ADOPTION
08RETENTION & EXPANSION
05 / CAREER STORY
A product lens built from technical and commercial reality.
Technology foundations and critical operations
Started in technology close to enterprise infrastructure, banking automation, servers, critical environments and technical operations. Progressed into leadership, managing multidisciplinary and 24/7 support teams, improving SLAs and reducing operational backlog.
Entrepreneurship and enterprise software
Founded a technology consultancy, led more than 50 enterprise projects and worked across architecture, development, integrations, implementation and operations for large companies.
From founder to B2B SaaS product leader
Co-founded digital products and moved fully into Product Management. Led product lifecycle, discovery, GTM, analytics, adoption and growth initiatives in B2B SaaS and cybersecurity.
Cybersecurity portfolio and GTM across LATAM
Led initiatives involving enterprise cybersecurity offers, portfolio strategy, packaging, pricing, retention, productization, company integration and regional go-to-market.
EDUCATION & DEVELOPMENT
MBA, Business Management: Technology and Digital Transformation — FIA · B.S. Cyber Defense — FIAP · Postgraduate Information Security & Cybersecurity with AI — expected Dec 2026 · Reforge Product Strategy · Reforge AI Strategy for Product Managers · Reforge Design Foundations06 / WRITING & PROJECTS
Writing and experiments
Notes on product, cybersecurity, GTM and decision-making — alongside hands-on product building.
SUBSTACK / JUL 01, 2026
Contrato ativo não é cliente retido
How long-term contracts hide value deterioration in SaaS and recurring services — and why companies need to see it before renewal.
READ ARTICLE ↗SUBSTACK / JUN 29, 2026Packaging é a interface entre o portfólio e o mercado
Why packaging a B2B offer is a decision about product, operations and growth.
READ ARTICLE ↗PRODUCT EXPERIMENT / 01Pelada.Pro
A current product experiment in zero-to-one thinking, behavioral engagement, AI-assisted development, analytics and rapid validation.
VISIT PRODUCT ↗07 / ABOUT
Built close to the constraints.
I started working in technology in 2001, close to critical infrastructure, enterprise operations and real-world technical constraints. Over time, I moved from technical execution to leadership, entrepreneurship and product strategy. That path shaped how I work today. I am comfortable discussing architecture and operations, but I also understand packaging, pricing, customer adoption, revenue and go-to-market. My work is usually most valuable when the product, commercial and operational pieces do not yet fit together.
Outside work, I enjoy technology, books, poker, football, skateboarding and building side projects.
- BASED IN
- São Paulo, Brazil
- WORKING ACROSS
- LATAM / Remote
- LANGUAGES
- Portuguese / English / Spanish
08 / CONTACT
Let’s build products that make complexity useful.
I am open to international Senior Product Manager, Product Strategy and Product Leadership opportunities, particularly in B2B SaaS, cybersecurity and complex enterprise products.
Connect on LinkedIn ↗Read on Substack ↗
English and Portuguese résumé downloads will be added when the original files are made available to this site.