From the operations center to the boardroom.
Resilient critical infrastructure is born of good decisions and good technology. I am on both sides of that conversation.
This blog is written for people who decide on critical infrastructure without operating it: board members, executives, audit and risk committees. Four themes: cybersecurity, telecommunications, data centers and governance. One axis: risk and resilience, translated into cost, value and the balance sheet.
Where it all began: the operations center
I joined Telebras in 2013 and spent the first years where critical infrastructure actually happens: the network operations center. Screens showing the state of the national optical backbone, link alarms, maintenance windows, the phone ringing in the middle of the night. That is where "availability" stopped being a number in a contract and became a decision made in minutes, with incomplete information.
That experience is the lens through which I read any risk discussion in a boardroom today: behind every resilience indicator there is a room, a team and a sequence of engineering choices that someone paid for, or chose not to. (To be expanded: episodes from the 2014 World Cup, the SGDC satellite and the move into cybersecurity.)
Four critical sectors, from both sides of the table
| Sector | Where I have been |
|---|---|
| Communications | Telebras, since 2013: network operations and cybersecurity, products, governance, investor relations, strategy. The SGDC satellite, the EllaLink cable, the 2014 FIFA World Cup. |
| Data centers | Tier IV (Brasília) and Tier III (Rio de Janeiro) data centers, the Space Operations Centers that run the SGDC. |
| Energy | CelgPar: fiscal council (2021–2023) and board of directors (since 2023), including privatization and asset auctions at B3. |
| Financial services | Banese: board of directors (2022–2026), elected by minority shareholders, and people and compensation committee. |
Six lines of career
- I started by operating: my own Internet service provider, the Brazilian academic backbone at RNP, mission-critical systems at the Ministry of Education.
- At Telebras I moved from the control room to strategy: network operations and cybersecurity, product planning for the SGDC and EllaLink, corporate governance and the company’s first Business Plan.
- As head of Investor Relations I lived the listed company from the inside: the securities regulator, the stock exchange, material fact disclosures and capital increases totaling more than BRL 2 billion.
- I led integrity, risk and internal controls, then strategic management, with the 2025–2030 Strategic Plan and the Economic and Financial Sustainability Plan. Today I am Advisor to the CEO.
- On boards, I supervised a bank through record results and an energy holding through privatization and orderly wind-down.
- For five years I taught networks and cybersecurity at the Catholic University of Brasília, where I co-authored the curriculum of the Cyber Defense degree program.
Education
Graduate specializations
- Advanced Studies in Defense, Security and Development — Brazilian Superior School of Defense (Escola Superior de Defesa, 2023)
- Controllership, Compliance and Audit — Pontifical Catholic University of Rio Grande do Sul (PUC-RS), 2022
- Security and Integration of Corporate Networks — Faculdade de Tecnologia do Serviço Nacional de Aprendizagem Comercial de Goiás (Fatec Senac-GO), 2012
MBA
- Business Management — Instituto Brasileiro de Mercado de Capitais (IBMEC), 2020
Undergraduate degrees
- Business Administration — Federal University of Goiás (2010)
- Systems Analysis and Development — Catholic University of Brasília (2013)
Certifications
- Project Management Professional (PMP), Project Management Institute (PMI)
- Information Technology Infrastructure Library (ITIL) Foundation
- Control Objectives for Information and Related Technologies (COBIT) Foundation
Contact
Résumé
- Short bio — one screen, for event organizers, recruiters and board nominations.
- Full résumé — career, boards, teaching, education, projects.