Guillermo Nudelman Hess

Supercâmbio is a fintech startup that created a web portal where users from Brazil can compare and buy foreign currencies as well as travel insurance.
WORK DONE:
I managed a team of three to seven members using the Scrum framework, which meant it was a multidisciplinary team. I also played the part of the product owner as well as scrum master during the entire project. Once released, I became Supercâmbio’s CTO.

Orulo is a system for helping real state agents to keep properties automatically up-to-date.
WORK DONE:
I co-managed the project using Scrum methodology and co-managed the product discovery process for defining the MVP. I also worked as part of the development team.

WORK DONE:
I managed a team that assumed the maintenance of a self-publishing web portal that had been released to production with thousands of users. I acted as the project manager by obtaining the client requirements and passing them along to the team, helping prioritize and quality assurance of the deliveries.

Executed workshops with the customer to define the product’s unique value proposition and identify the personas and the main features. Built the product backlog, estimated the size of the features, and helped the customer prioritize them to define the MVP.

Conducted the project’s discovery phase to help the client identify the product’s requirements and build the MVP backlog, prioritizing the main features. During the development phase as a scrum master, I led a team of five people, specifically a designer, front-end, and back-end engineers, and a QA. I used Scrum methodology to build and release the MVP. Also, I worked closely with the client to groom the product’s backlog.

Managed a team of over ten people composed of back-end and front-end developers, a QA analyst, designers, DevOps, and a product owner using Scrum methodology to release a full set of eCommerce and back office features to the web portal of the Shambhala Music Festival in six months.

Managed over 10 developers, testers, and QA professionals worldwide for the development of an e-wallet app that integrates several third parties services. I applied Agile methodologies leading all scrum ceremonies like planning, review, daily standup, and retrospective. Also, I conducted team-building activities and regular one-on-one meetings with each team member to achieve high performance.
Worked with stakeholders, upper management, product managers, vendors, and designers to align expectations and timelines.
I successfully released the MVP in 10 months and other releases with new features.

The client was a car dealer with multiple stores who wanted to develop an AI Chatbot to support their customers in finding a vehicle available in the inventory and in booking an appointment with a salesperson. There were multiple constraints and guardrails that needed to be respected, but at the same time, the client wanted a fluid, natural conversation.

I led the delivery and client relationship for a cross-functional team, including a project manager, product manager, AI engineer, designer, full-stack engineer, and QA professional. I supported the team on technical decisions vs. business needs.

I delivered the MVP in 3 months, under the initially estimated budget. The product then moved into the subsequent phase, where we progressively added new capabilities.

Deliver an enterprise SRE initiative structured around five major milestones, while requirements for later phases were still insufficiently defined to support reliable estimates and delivery commitments.

I established a phased planning approach and limited firm delivery commitments to the first three milestones, where requirements supported realistic estimation, avoiding false precision while maintaining visibility into subsequent phases as requirements evolved.

I delivered the milestones within the committed timeline. The contract was renewed, extending the project into the subsequent phases.

Two non-technical founders initially envisioned a broad voice-assistant product positioned as an alternative to established assistants, but the concept required validation before committing significant budget to software development.

I recommended starting with a focused pre-discovery engagement rather than immediately building the proposed solution. The initial phase validated assumptions, clarified the actual user need, reduced investment risk, and provided a stronger foundation for defining the product before moving into development.

A roughly $5,000 discovery investment prevented premature development and reshaped the original concept into a better-defined product opportunity that subsequently moved into development.