The constraint is usually the interesting part

Backend, integrations and internal systems, built for operations that were already running when I arrived.

Every project below names who hired me and whether I owned the work end to end or handled a defined scope inside a team. Where nothing was measured, it says what changed instead of inventing a percentage.

What made each one hard

A financial product tied to the card flow of a retail operation with more than five thousand branches cannot fail quietly. A failure that goes unnoticed there becomes a discrepancy in money, so the work went into explicit access control, authorization and test coverage on the critical paths, not into a feature list.

A real estate SaaS platform with more than ninety-six thousand registered users cannot stop. Every new capability had to reach production incrementally, while people were using the system to do their jobs that same day.

A digital service for a state public body needs identity, authorization and an audit trail as requirements, not as finishing touches. That one was end to end: APIs, business rules, persistence and frontend.

The smaller projects share a shape. Catalogue, order and administration living in separate places; documents spread across folders and email; a routine that only ran because someone remembered it. The build is rarely the hard part. Finding out how the process actually works is.

Client

ClientAs part of a team

CD2 Retail TechRetail and financial services

A financial product cannot fail every now and then

Financial product tied to the card flow of a retail operation with more than 5,000 branches.

Financial flows do not tolerate silent errors: a failure that goes unnoticed becomes a discrepancy in money.

I was responsible for the backend, APIs, data modelling, authentication and authorization, integrations and background processing.

The product came to run with explicit access control and test coverage on the critical flows.

existing system → new product + integration

ClientAs part of a team

Apresenta.meReal estate SaaS

Evolving a platform without being allowed to stop the operation

Platform for CRM, real estate management, finance and digital channels, with a base of more than 96,000 registered users, in daily use.

Every change had to reach production without interrupting the people who already depended on the system to do their work.

I was responsible for backend evolution, APIs, integrations, asynchronous processing, lead workflows and AI features.

New capabilities reached production incrementally, without stopping the operation.

existing system → evolution + integration + automation

ClientAs part of a team

HITSS BrasilPublic sector

Digital services for a state public operation

Digital services platform for the operation of a state public body.

A public service requires identity, authorization and an audit trail as requirements, not as a finishing touch.

I was responsible for end-to-end development: APIs, business rules, identity, auditing, persistence and frontend.

The services came to be delivered through a digital platform, with an audit trail.

institutional process → digital services

ClientSolo, end to end

VRS ComponentesB2B e-commerce

Digitizing a B2B commercial operation

Electronic components distributor that served technical customers through manual channels.

Catalogue, order and administration lived in separate places, and every sale required manual work end to end.

I built the e-commerce covering catalogue, orders, administrative operations and the backend that supports all three.

The chain from catalogue to order came to be handled by the system, not by exchanging messages.

manual commercial operation → e-commerce + back office

ClientAs part of a team

BetabitSoftware house

Several clients, several sets of business rules

Software house with simultaneous projects in real estate, e-commerce, compliance and administrative dashboards.

Each client had a process of its own, with operational exceptions that did not appear in the specification.

I was responsible for APIs, backend, rules, validations, integrations and data processing across projects for different clients.

Deliveries in production for operations in distinct sectors, each one with rules of its own.

different operations → custom software for each one

ClientSolo, end to end

Legal operationLegal

From spreadsheets and manual controls to a centralized operation

A law firm whose administrative routine lived in spreadsheets, with documents spread across folders and email.

The information had no single place, control depended on whoever remembered the process, and every document had to be found before it could be used.

I built internal applications that centralized documents, administrative management and workflows, with access control and traceability.

The operation came to have a single place to look things up, and a relevant part of the manual routines stopped existing.

manual process → system

ClientAs part of a team

Anonymized business operationConfidential

Automating a manual administrative routine

Small business operation with repetitive administrative activities and scattered data.

Administrative tasks consumed time every day and the information had no central place.

I was responsible for automating manual administrative tasks, with internal tools, APIs and integrations that centralized the data.

Part of the manual administrative activities stopped being necessary.

Client and sector withheld under a confidentiality agreement.

manual routine → automation

Tell me what is happening in your operation

You do not need to have the problem formulated or know what the solution should be. Describing how it works today is enough for the first conversation.

Talk about a process

I usually reply on WhatsApp the same day.

Prefer to write first? Use the contact form. Or Answer five questions and I will say what will probably solve it.