Marcello Vartuli

As Project Manager and Product Owner at PepsiCo, I led the implementation of eCommerce BEES in a pilot model with 200 customers, enabling national expansion to 200,000 customers. I coordinated local, LATAM, and global development teams, ensuring governance, strategic alignment, and effective communication among stakeholders.
The initiative resulted in supply chain optimization, increased sales, improved customer experience, and 20% revenue growth by 2024.

Working with the presales team, I helped create a technical proposal for this project, ensuring that all the aspects of delivering the best solution to the users were covered and risk factors for the project were mitigated.

By establishing a clear scope and a proper change management process, I managed the project with five developers and one architect to deliver the solution to the users within six months. The scope and expected delivery date were met while the project’s cost was within the budget.

With a local team of one business analyst and architect and a remote team of five developers, I managed the project to deliver three main business process management applications to support the areas of real estate processes of Even Construction company.

In a situation where all the processes were manual and controlled by emails and spreadsheets, the project’s initial phase included refining business requirements and designing the architectural solution. The following step involved developing the Oracle business process management processes and implementing the control dashboard to allow visibility of key performance indicators and SLA compliance.

I conducted the presentation of SharePoint and Nintex workflow for the project stakeholders and IT area of Odebrecht. I also managed a pilot project, delivering the first workflow for the final solution, which led to the approval to develop the entire procurement system, which the client asked me to manage.

As for the first construction of an oil refinery with Brazilian resources and a total budget of 13 billion USD, a software solution with more than 30 workflows was built, including complex technical and financial approvals, a document management system, and subprojects follow-up, to control vendor deliverables.

The RNEST construction is completed today, and the refinery has started operating.

With a team of three analysts specializing in developing ETL processes and business intelligence dashboards, I managed the phases of requirements refining, solution design, development, user acceptance tests, and product delivery within four months.

The solution addressed the main concerns of the human resource area, such as employee turnover rate, benefits, and mandatory training.