Henrique Pardim

Directly Reported to the executives and Managers at Bradesco Bank Miami US - The third-largest Bank in Latin America. Was responsible for:

• Engaged leader and responsible for three teams of development, Onboarding system, credit card system, and investment system at Bradesco Bank
• Managed Agile Coach and facilitated Agile ceremonies, including daily stand-up meetings, Sprint planning, and Sprint reviews for multiple teams with strong influence
• Mentored Scrum Masters and Product Owners on effective Agile leadership, resulting in increased autonomy and empowerment for team members
• Used agile techniques, focusing on Scrum and Kanban and application of Management 3.0 in teams
• Agile metrics and continuous improvement
• Facilitated Scrum framework – sprint planning, backlog grooming, daily scrums, sprint reviews, and sprint retrospectives

Directly Reported to the directors and managers at Cox Automotive Inc was responsible for:

• Worked closely with Product Owners with best practices in agility to ensure alignment of product backlog with business goals, resulting in increased timely delivery in 15% of high-value features in North America, Cox Automotive
• Developed and delivered Agile training sessions for new team members to promote shared understanding of Agile methodology and practices of Scrum and Kanban
• Collaborated with senior leadership to drive Agile transformation across organization, resulting in improved cross-functional collaboration and customer satisfaction
• Created and implemented contingency plans to address potential risks
• Worked to provide continuous improvement for product development lifecycle.

Directly Reported to the directors, managers, and RTEs was responsible for:

• Led planning and execution of Program Increments (PIs), ensuring alignment of team objectives and deliverables
• Led Agile transformation using SAFe methodology, coaching multiple teams on Agile principles and practices
• Provided guidance and mentorship to Scrum Masters, conducted Agile assessments to identify improvement areas, and developed customized Agile adoption plans for teams
• Monitored and reported on team performance metrics, including burn-down charts, velocity, and team capacity, to identify and address issues
• Coached and mentored team members on Agile, Scrum, Kanban, SAFe
• Removed impediments and resolved conflicts to maintain team productivity and progress principles, SAFe practices, and Scrum ceremonies
• Monitored and reported key Agile metrics to stakeholders and management increasing 25% of preparation to backlog

Directly Reported to the IT managers was responsible for:

• Worked as servant leader to team and being point of contact to help them to become self-organized and high-performing
• Led Agile transformation of three teams, implementing Scrum practices and guiding organization toward culture of continuous improvement
• Supported Product Owners in backlog management, prioritization, and refining user stories to maximize product value.
• Led retrospective sessions to identify improvement opportunities and implemented action plans to enhance team performance.
• Removed impediments and resolved conflicts to maintain team productivity, foster collaboration, and ensure successful project outcomes
• Collaborated with cross-functional teams and stakeholders to align project goals, ensure transparency, and manage dependencies.

• Analyzed and documented business requirements to determine system configuration needs and maintained system configuration documentation and procedures to ensure system integrity and compliance with company policies and regulatory requirements
• Identified system configuration issues and provided solutions and recommendations to resolve them
• Managed system configuration changes, including coordinating with stakeholders and ensuring proper documentation and testing
• System Analysis: Assess business requirements and user needs to determine appropriate system configuration solutions
• Documentation: Create and maintain system configuration documentation, including diagrams, procedures, and technical specifications

• End Customer Project: Itaú Bank - Largest bank in Americas, of processes to control demands of software factory within Itaú’s MDS processes (M1, M2, M3, SDMA, and Special Services)
• Control of SLA projects evolution demands payment and justification with bank, support to project managers and development teams, and support in strategies for internal improvements
• Also actively involved with administrative processes, project management, and billing.
• Accessed electronic customer ticket system for tracking incidents, work orders, and projects related tickets.
• Maintained a professional, organized, and safe environment for employees
• Maximized performance by monitoring daily activities and mentoring team members.

• Private Pension
• Preparing documents, reports, and various business forms
• Reviewing and interpreting regulations and legislation pertaining to plans under my responsibility; controlling private retirement plans assessing contributions and benefits calculations, analyzing and formatting data for annual revaluations of administrative plans, and cost analyses.
• Microsoft Office
• Filled out timesheets and paperwork according to identified requirements
• Performed administrative functions, answering phones and filing paperwork in support of department.
• Gathered, organized, and input information into a digital database.