Hi, I'm Fernando
Passionate about technology and gadgets.
Obsessed with simplicity and usability.
Keen on photography.
LOG (PT/EN)- Favourite Videos
- Some of My Photos
- Fab Mixes by Others
- Latest tracks
- Personal Blog (PT/EN)
- MUSA
- Professional Profile
- Want to talk to me?
-
Posts
- Jan 24, 12
"Change does not roll in on the wheels of inevitability, but comes through continuous struggle. And so we must straighten our backs and work for our freedom. A man can't ride you unless your back is bent."
Martin Luther King, Jr.
And a few more thoughts, from one of the greatest men of my lifetime:
“On some positions, Cowardice asks the question, "Is it safe?" Expediency asks the question, "Is it politic?" And Vanity comes along and asks the question, "Is it popular?" But Conscience asks the question "Is it right?" And there comes a time when one must take a position that is neither safe, nor politic, nor popular, but he must do it because Conscience tells him it is right.”
. . .
“We must rapidly begin the shift from a "thing-oriented" society to a "person-oriented" society. When machines and computers, profit motives and property rights are considered more important than people, the giant triplets of racism, materialism, and militarism are incapable of being conquered.”
. . .
“The saving of our world from pending doom will come, not through the complacent adjustment of the conforming majority, but through the creative maladjustment of a nonconforming minority.”
- Oct 25, 11
Clayton Christensen is an inspiring guy. Not only has he disrupted the business world throughout his career as one of the foremost innovation academics, he has also overcome a bout with cancer and a recent stroke. Introduced as “the Kobe Bryant of the innovation world,” he kicked off the 2011 World Innovation Forum. He began by informing the audience of close to 1,000 that after his stroke one month ago, he had to relearn to speak one word at a time. He then went on to discuss some of the reasons good companies falter. He offered two particularly surprising explanations:
What causes innovation to be a crapshoot is following the management principles taught in business schools.
This is not the explanation one would expect from a Harvard Business School professor. He went on to say that if you’re doing everything by the book, then you are doomed. His point was that disruptive innovation often comes from unexpected places – the tiny competitor, the startup company in the garage, the rebel manager. To some extent, necessity fuels innovation. It’s cozy at the top, and coziness is not a hotbed for disruption. Christensen also warned that with China and India coming on strong, the U.S. needs to continue to innovate or the country is in danger of getting “stuck at the top” the way Japan’s economy did. It is important to push for innovation in both good times and bad.
Focusing on core competencies and outsourcing noncore activities can cause good companies to fail
Christensen told the cautionary tale of how Dell’s repeated outsourcing of noncore activities to Asustek ultimately led to the liquidation of Dell’s business model. At every step, it seemed like Dell’s managers were making a rational decision; focusing on the highly profitable aspects of their business and diminishing costs for the rest. There are two dangers with this approach. First, companies need to think about what their core competencies need to be in the future, not just what is most profitable now. It is important to forecast where the market is gong and anticipate how you will serve your customers as the landscape changes. Second, if you continue to outsource everything from customer service to distribution you wind up losing contact with your customers. Suddenly, you are completely removed and out of touch with the people whose problems your products/services are supposed to be solving.
- Oct 25, 11
In the lead up to today's release of the Steve Jobs biography, there's been an increasing stream of news surrounding its subject. As a business researcher, I was particularly interested in this recent article that referenced from his biography a list of Jobs's favorite books. There's one business book on this list, and it "deeply influenced" Jobs. That book is The Innovator's Dilemma by HBS Professor Clay Christensen.
But what's most interesting to me isn't that The Innovator's Dilemma was on that list. It's that Jobs solved the conundrum.
When describing his period of exile from Apple — when John Sculley took over — Steve Jobs described one fundamental root cause of Apple's problems. That was to let profitability outweigh passion: "My passion has been to build an enduring company where people were motivated to make great products. The products, not the profits, were the motivation. Sculley flipped these priorities to where the goal was to make money. It's a subtle difference, but it ends up meaning everything."
Anyone familiar with Professor Christensen's work will quickly recognize the same causal mechanism at the heart of the Innovator's Dilemma: the pursuit of profit. The best professional managers — doing all the right things and following all the best advice — lead their companies all the way to the top of their markets in that pursuit... only to fall straight off the edge of a cliff after getting there.
Which is exactly what had happened to Apple. A string of professional managers had led the company straight off the edge of that cliff. The fall had almost killed the company. It had 90 days working capital on hand when he took over — in other words, Apple was only three months away from bankruptcy.
When he returned, Jobs completely upended the company. There were thousands of layoffs. Scores of products were killed stone dead. He knew the company had to make money to stay alive, but he transitioned the focus of Apple away from profits. Profit was viewed as necessary, but not sufficient, to justify everything Apple did. That attitude resulted in a company that looks entirely different to almost any other modern Fortune 500 company. One striking example: there's only one person Apple with responsibility for a profit and loss. The CFO. It's almost the opposite of what is taught in business school. An executive who worked at both Apple and Microsoft described the differences this way: "Microsoft tries to find pockets of unrealized revenue and then figures out what to make. Apple is just the opposite: It thinks of great products, then sells them. Prototypes and demos always come before spreadsheets."
Similarly, Apple talks a lot about its great people. But make no mistake — they are there only in service of the mission. A headhunter describes it thus: "It is a happy place in that it has true believers. People join and stay because they believe in the mission of the company." It didn't matter how great you were, if you couldn't deliver to that mission — you were out. Jobs's famous meltdowns upon his return were symptomatic of this. They might have become less frequent in recent years, but if a team couldn't deliver a great product, they got the treatment. The exec in charge of MobileMe was replaced on the spot, in front of his entire team, after a botched launch. A former Apple product manager described Apple's attitude like this: "You have the privilege of working for the company that's making the coolest products in the world. Shut up and do your job, and you might get to stay."
Everything — the business, the people — are subservient to the mission: building great products. And rather than listening to, or asking their customers what they wanted; Apple would solve problems customers didn't know they had with products they didn't even realize they wanted.
By taking this approach, Apple bent all the rules of disruption. To disrupt yourself, for example, Professor Christensen's research would typically prescribe setting up a separate company that eventually goes on to defeat the parent. It's incredibly hard to do this successfully; Dayton Dry Goods pulled it off with Target. IBM managed to do it with the transition from mainframes to PCs, by firewalling the businesses in entirely different geographies. Either way, the number of companies that have successfully managed to do it is a very, very short list. And yet Apple's doing it to itself right now with the utmost of ease. Here's new CEO Tim Cook, on the iPad disrupting the Mac business: "Yes, I think there is some cannibalization... the iPad team works on making their product the best. Same with the Mac team." It's almost unheard of to be able to manage disruption like this.They can do it because Apple hasn't optimized its organization to maximize profit. Instead, it has made the creation of value for customers its priority. When you do this, the fear of cannibalization or disruption of one's self just melts away. In fact, when your mission is based around creating customer value, around creating great products, cannibalization and disruption aren't "bad things" to be avoided. They're things you actually strive for — because they let you improve the outcome for your customer.
When I first learned about the theory of disruption, what amazed me was its predictive power; you could look into the future with impressive clarity. And yet, there was a consistent anomaly. That one dark spot on Professor Christensen's prescience was always his predictions on Apple. I had the opportunity to talk about it with him subsequently, and I remember him telling me: "There's just something different about those guys. They're freaks." Well, he was right. With the release of Jobs's biography, we now know for sure why. Jobs was profoundly influenced by the Innovator's Dilemma — he saw the company he created almost die from it. When he returned to Apple, Jobs was determined to solve it. And he did. That "subtle difference" — of flipping the priorities away from profit and back to great products — took Apple from three months away from bankruptcy, to one of the most valuable and influential companies in the world.
via blogs.hbr.org - Oct 06, 11
This is my very simple tribute to one of the greatest visionaries of our time, which changed the daily lives of many people and the course of consumer electronics - hopefully a long-lasting change.
We'll miss you, Steve.
- Sep 22, 11
- Sep 18, 11
This gem comes from hedge fund manager Eric Jackson on Forbes. Good luck figuring out what Balsillie's talking about here:
"Yeah on the iPhone touch, I mean I don’t know, we do a lot of focused groups in what we do, there’s a lot of market research in what we do, we had a lot of market research from our customers in the markets on what the market expects from a solution. However, there has been some debate previous on graffiti and different touch and tactility things and [mechanical] vulnerability costs and battery kind of things and tactility things. I think the best thing will be that for these things to just get in to market and get going, and its just there’s just so many dimensions in our space happen sometimes people over define the category like its all about for so at last its all about the keyboard or its all about some input mechanism or its all about music play or something.
And I think it’s a bit of multi-dimensional, it is a lot of multi-dimensional conversion space that we play in and it tends to be iterative and evolutionary. My experience is one person may be make a baby in nine months, nine people can’t make a baby in one month. But who knows may be some natural constructs can be shifted and we’ll have to revive those views and they can shorten these realities. But I think the best thing, the good thing is this, there is a lot of attention to this space, its growing the space, its validating extensions to the space. On a leadership positions, we see the growth current — and really keep it up and meant some go in the future. And that’s really what I focus on. I am not really want to play a gamesmanship, my input mechanisms funkier than your input mechanism.
We’re really focused on compelling user experience the highly aligned relationships with the carriers and a tremendous amount of channel support and service support and care, and application extension, because our experience is there is a lot of heavy lifting there. And beyond that I can’t say as I really pay that much attention to all these little dynamics because it doesn’t help me, help my customers and help and channels more and so let it be what it will be.
In terms of pricing of (inaudible) Curve sometimes they do special promos for new products, sometime they are slightly lower cost structure for us to make them. A lot of good carriers special programs and positioning, they excited and see an opportunity and sometime cause things for us and you also can see it kind of service plan they bundle to it and that kind of ads they allow to it. So, and different piece of hardware priced differently in different markets for us so, but the 8800 is a little more expensive in the Curve but its delightful to see the carriers pricing the Curve so aggressively because, my experience is when they do this it should actually takes two or three months for the momentum to really sort of kick in the gear.
So if you start doing stuff like that in May, you generally start to really, the channel as we get bigger are kind of slow train are coming but comes sort of midish August, they really start gathering speed and then you can ride that through the back to school and the sort of Christmas kind of phase so, that’s we are pleased to see it and I don’t know if the 8800 that’ll shift that way maybe, maybe not, there’s just so many different programs and so many strategies. Its hard for me to sort of generalize it all."
- Sep 08, 11
- Sep 06, 11
- Sep 05, 11
Check out this video on YouTube:
-
Favorites
-
Photos
-
Likes
- 23 plays / Created Mar 31, 11Nine tracks including music by Bernard Allison, C.C. Adcock and Béla Fleck.
- 7949 plays / Created Mar 18, 11Some faves. Get the best effect while driving with the windows down. ;)
- 15215 plays / Created Mar 18, 11A new day is always a reason to celebrate. Here's ten tracks by The Generationals, Feist, and Still Flyin' to start your day happily :) Photo by Natalie Kucken - nataliekucken.blogspot.com
- 7605 plays / Created Mar 31, 11Songs to lift you up when the haters are trying to bring you down
- 32881 plays / Created Feb 25, 11Songs to listen to just as you've gotten up in the morning or while you are getting ready for the day. Songs that put you in a good mood and help you feel ready for the day. vol 2. http://8tracks.com/signoria/songs-to-start-your-day-vol-2
- 7190 plays / Created Mar 18, 11Go to dance songs that will always get you in the mood to party :)
-
Recent Tracks
- Mirror Beach by Mirror System
- Broken Arrow by The Album Leaf
- Wandering Star by Portishead
- Photosynthesis by Carbon Based Lifeforms
- Kemikal Girl by Flunk
- amandote by Sergio Riglos
- Joy Spring mp3 by basak yavuz
- The Story Of Light by William Orbit
- Single by Everything But The Girl
-
Posts
- Sep 14, 11
"Geração à rasca foi a minha. Foi uma geração que viveu num país vazio de gente por causa da emigração e da guerra colonial, onde era proibido ser diferente ou pensar que todos deveriam ter acesso à saúde, ao ensino e à segurança social. Uma Geração de opiniões censuradas a lápis azul. De mulheres com poucos direitos, mas de homens cheios deles. De grávidas sem assistência e de crianças
- Oct 21, 10
A economia vai derrotar a democracia de 1976. José Sócrates, é um homem de circo, de espectáculo. Portugal está a ser gerido por medíocres, Guterres, Barroso, Santana Lopes e este, José Sócrates, não perceberam o essencial do problema do país. O desemprego não é um problema, é uma consequência de alguma coisa que não está bem na economia. Já estou enjoado de medidinhas. Já nem sei o que é que
- Oct 21, 10
in Visão, Por José Carlos Carvalho (artigo original: http://aeiou.visao.pt/isto-parece-o-estado-novo=f528470) Aos 78 anos, Henrique Medina Carreira é um dos mais lúcidos observadores da realidade portuguesa. Como consegue manter o cérebro tão oxigenado? "Trabalhando, lendo, escrevendo e zaragateando", responde. Ora aí está uma receita original de um neto de um democrata republicano opositor
- Apr 19, 10
By Ambrose Evans-Pritchard “The long-drawn saga in Athens can perhaps be deemed a case apart. Greece lied. Its budget deficit was egregious at 16pc of GDP last year on a cash basis. It wasted its EMU windfall, the final chance to bring public debt back from the brink of a compound spiral. You cannot blame the euro for this, although EMU undoubtedly created a risk-free illusion that lured both
- Apr 13, 10
Foi tudo muito rápido. A executiva bem-sucedida sentiu uma pontada no peito, vacilou, cambaleou. Deu um gemido e apagou-se. Quando voltou a abrir os olhos, viu-se diante de um imenso Portal. Ainda meio tonta, atravessou-o e viu uma miríade de pessoas. Todas vestindo cândidos camisolões e caminhando despreocupadas. Sem entender bem o que estava a acontecer, a executiva bem-sucedida abordou um dos
- Mar 12, 10
Há pessoas e pessoas, e esta senhora não é uma pessoa qualquer. Rosa Lobato Faria era uma Senhora com todas as letras, e ao ler este texto (que não conhecia), hoje, enviado por uma querida ex-colega, não pude deixar de ficar arrepiado. Há pessoas que não deveriam desaparecer. A escritora, letrista e actriz Rosa Lobato Faria, morreu recentemente aos 77 anos, depois de uma semana de
- Feb 23, 10
Fantástico artigo de Pedro Lains, no Jornal de Negócios Online. Excerto: "A ideia era a seguinte. Os países menos desenvolvidos entrariam no euro, receberiam com isso estabilidade cambial, os níveis mais baixos de juros dos países mais avançados, e uma substancial redução dos custos de transacção e de incerteza das suas relações com o resto da união monetária e, por essa via, com o resto do
- Feb 12, 10
Se fosse em Portugal haveria logo um sem-número a criticar que era uma obra inacabada, que parecia que não havia dinheiro para terminar, etc. Na Suécia, o país em 2º lugar em qualidade de vida do mundo e que pensam muito bem em cada coroa sueca que gastam, mostram-nos como fazer acabamentos. Apesar de poderem eles não fazem vida de “ricos”. O dinheiro que se poupa nos acabamentos... Vejam o
- Jan 26, 10
Por Clara Ferreira Alves "A minha história com Lisboa é uma história de amor que acaba mal. Começou bem, acaba mal. A minha primeira casa em Lisboa era uma casa em frente ao Jardim Zoológico, para as bandas de Sete Rios. Um pequeno apartamento que herdei de um amigo e onde instalei a minha primeira casa da idade adulta, que é uma casa que, compreensivelmente, nos enche de felicidade.
- Nov 01, 09
"Esta gente cujo rostoPor vezes luminoso, outras vezes toscoOra me lembra escravos, ora me lembra reis..."Sophia de Mello Breyner AndresenChoraram-se lágrimas hipócritas pela vitória esmagadora de José Sócrates no Partido Socialista. Choraram-nas as vestais do templo socialista, para quem Sócrates desvirtua a esquerda, os seus nobres valores e as suas sabidas realizações pelo bem comum.
- Oct 27, 09
In light of your failure in recent years to nominate competent candidates for President of the USA and thus to govern yourselves, we hereby give notice of the revocation of your independence, effective immediately. (You should look up 'revocation' in the Oxford English Dictionary.) Her Sovereign Majesty Queen Elizabeth II will resume monarchical duties over all states, commonwealths, and
- Nov 01, 09
Este anúncio foi publicado num conhecido website nacional de procura e oferta de trabalho. Um jovem recém-licenciado na área leu-o e achou que deveria responder à letra. A Revista Visão de 16 de Julho publica um artigo sobre o jovem que deu esta resposta. “A XXXXXXXXXX está a aceitar candidaturas para estágio na área de Design. Requisitos Académicos: Finalista ou recém-licenciada(o) em
- Sep 17, 09
"Não tenho filhos e tremo só de pensar. Os exemplos que vejo em volta não aconselham temeridades. Hordas de amigos constituem as respectivas proles e, apesar da benesse, não levam vidas descansadas. Pelo contrário: estão invariavelmente mergulhados numa angústia e numa ansiedade de contornos particularmente patológicos. Percebo porquê. Há cem ou duzentos anos, a vida dependia do berço, da
- Aug 04, 09
Uma ideia absolutamente genial! E tão simples... Podiam aplicar isto cá com uma alteração: os condenados com rendimentos acima de determinada fasquia pagariam a sua "estadia" mais a de outro recluso, como coima acessória, ou seja, em dobro.Com a quantidade de ricos criminosos que temos as instituições prisionais equilibrariam o orçamento, permitindo-lhes fazer obras, melhorando assim algumas
- Aug 04, 09
Segunda-feira passada, a meio da tarde, faço a A-6, em direcção a Espanha e na companhia de uma amiga estrangeira; quarta-feira de manhã, refaço o mesmo percurso, em sentido inverso, rumo a Lisboa. Tanto para lá como para cá, é uma auto-estrada luxuosa e fantasma. Em contrapartida, numa breve incursão pela estrada nacional, entre Arraiolos e Borba, vamos encontrar um trânsito cerrado, composto
- Aug 04, 09
«(...) E quem sentiu a necessidade urgente de mais auto-estradas a rasgar todo o interior já deserto, de um novo aeroporto para Lisboa, de um TGV de Lisboa para Madrid, outro do Porto para Vigo e de uma nova ponte sobre o Tejo para o servir? Quem foi que andou a gritar “gastem-me o dinheiro dos meus impostos a fazer auto-estradas, pontes, aeroportos e comboios de que não precisamos”? Porque razão
- Aug 04, 09
"Sr. Engº José Sócrates,Antes de mais, peço desculpa por não o tratar por Excelência nem por Primeiro-Ministro, mas, para ser franca, tenho muitas dúvidas quanto ao facto de o senhor ser excelente e, de resto, o cargo de primeiro-ministro parece-me, neste momento, muito pouco dignificado.Também queria avisá-lo de antemão que esta carta vai ser longa, mas penso que não haverá problema para si, já
- Aug 04, 09
"Situação: O Pedro está a pensar ir até ao monte depois das aulas, assim que entra no colégio mostra uma navalha ao João, com a qual espera poder fazer uma fisga. • Ano 1978: O director da escola vê, pergunta-lhe onde se vendem, mostra-lhe a sua, que é mais antiga, mas que também é boa. • Ano 2008: A escola é encerrada, chamam a Polícia Judiciária e levam o Pedro para um reformatório. A SIC e a
- Aug 04, 09
"LISBOA, 21 sep (IPS) - Indicadores económicos y sociales periódicamente divulgados por la Unión Europea (UE) colocan a Portugal en niveles de pobreza e injusticia social inadmisibles para un país que integra desde 1986 el ”club de los ricos” del continente.Pero el golpe de gracia lo dio la evaluación de la Organización para la Cooperación y el Desarrollo Económicos (OCDE): en los próximos años
- Aug 07, 09
Fabuloso, na minha opinião... Cheio de verdade e bom-senso (independentemente daquilo que se diga deste senhor noutros aspectos). Não percebo porque é que ninguém tem a coragem de dizer estas verdades a não ser John Howard... (eu nem sou crente em deus algum, mas concordo a 100% com todo o conteúdo do discurso)________________________________________"Discurso do 1º Ministro Australiano à
- Aug 07, 09
"Desculpem se trago hoje à baila a história da professora agredida pela aluna, numa escola do Porto, um caso de que já toda a gente falou, mas estive longe da civilização por uns dias e, diante de tudo o que agora vi e ouvi (sim, também vi o vídeo), palavra que a única coisa que acho verdadeiramente espantosa é o espanto das pessoas.Só quem não tem entrado numa escola nestes últimos anos, só quem
- Aug 07, 09
"Eu axo q os alunos n devem d xumbar qd n vam á escola. Pq o aluno tb tem direitos e se n vai á escola latrá os seus motivos pq isto tb é perciso ver q á razões qd um aluno não vai á escola. primeiros a peçoa n se sente motivada pq axa q a escola e a iducação estam uma beca sobre alurizadas. Valáver, o q é q intereça a um bacano se o quelima de trásosmontes é munto montanhoso? ou se a ecuação é
- Aug 12, 09
"Desde que os americanos se lembraram de começar a chamar aos pretos "afro-americanos", com vista a acabar com as raças por via gramatical - isto tem sido um fartote pegado!As criadas dos anos 70 passaram a "empregadas domésticas" e preparam-se agora para receber menção de "auxiliares de apoio doméstico"De igual modo, extinguiram-se nas escolas os "contínuos "passaram todos a "auxiliares da acção
- Aug 12, 09
"1. Uma pessoa que é boa consigo, e que trata mal o empregado do restaurante, não pode ser boa pessoa. (esta é muito importante; repare, que nunca falha)2. As pessoas que querem compartilhar as visões religiosas delas consigo, quase nunca querem que compartilhe as suas com elas.3. Ninguém liga se você não sabe dançar. Levante-se e dance.4. A força mais destrutiva do universo é a "fofoca".5. Não
- Aug 12, 09
"Uma adolescente de 16 anos pode fazer livremente um aborto mas não pode pôr um piercing.Um cônjuge para se divorciar, basta pedir.Um empregador para despedir um trabalhador que o agrediu precisa de uma sentença judicial que pode demorar 5 anos a sair.Na escola um professor é agredido por um aluno. O professor nada pode fazer, porque a sua progressão na carreira está dependente da nota que dá ao
-
Wall
- Grande casamento... de talentos! :-)
- Uma nova velha onda... do melhor...
- And now, for something completely different (really): http://www.youtube.com/watch?v=1SGcncoqR8o&feature=results_video&playnext=1&list=PL099D25DEB59BD6F8
- Isto é incrível... Lana Del Rey, para vocês: http://www.youtube.com/user/LanaDelRey#p/u/3/HO1OV5B_JDw
- MUSA - Música para a sua festa A festa da sua empresa merece um ambiente à altura da motivação que pretende transmitir aos seus colaboradores. Natal, Aniversário, Comunicação de Resultados, Atribuição de Prémios, Lançamento de Novos Produtos ou Serviços ... Mais informação em: http://www.i-m.co/fernandomartins/MUSA
- MUSA - Música para a sua festa Também em sua casa - transforme qualquer reunião com os seus convidados num momento especial. Mais informação em: http://www.i-m.co/fernandomartins/MUSA
- I've connected Facebook to my http://flavors.me page - http://flavors.me/fernandomartins
- MUSA - Música para a sua festa http://www.i-m.co/fernandomartins/MUSA A música adequada no momento certo faz a diferença. Proporcione aos seus convidados um ambiente de bem-estar e boa disposição.
-
Info
- SummaryWith a large background on hardware and computer systems administration, and after starting a small company specialized in high-quality, custom-made computers for designers, architects and engineers, held a "Web Project Manager" position at Seara.com (www.seara.com), for 3 years, gaining a whole lot of experience in that area - the web.
In June 2008 co-founded a web company - www.muchBeta.com - specialized in SaaS (http://en.wikipedia.com/wiki/SaaS). muchBeta has now 3 products on the market: LawRD, for law firms (www.lawrd.com) Teepin, an idea management system (www.teepin.com) and Yoomit, so you can organize your meetings (www.yoomit.com).
Before leaving the company wrote the specification of a 4th product, but at the time it wasn't in true SaaS model.
In early 2011 started at one of the largest portuguese groups - Sonae (www.sonae.pt), which business relies mostly in consumer goods retail. It's a bricks-and-mortar group, but with lots of other companies too, like IPTV services, newspapers and an auctions website.
Helds the position of E-Commerce Product Manager, regarding the specialized retail brands. He's the technical manager for the new internationalization project, from market research and analysis to the implementation phase.Specialties: E-commerce, SaaS, internet, usability, UX - user experience, design, UI - user interface specification and design, information technology, e-solutions, web tools, social networks, professional productivity tools, business management tools, innovation, quality, project management, product management.Experience- Feb 2011 - PresentE-Commerce Product Manager / SonaeSonae is a very big group of consumer goods retail. It's a brick and mortar business, but with lots of high-tech areas too, like IPTV.
My position regards the e-commerce platform of the specialized retail brands. - Jun 2008 - Jan 2011Co-Founder, Co-Owner, COO / muchBetaMy role is to manage, specify and control. Manage requirements, specify products detail and features behaviour and control quality.
All of this applies to the company's development operations, thus assuring the work done meets (at least) the work planned. - Jun 2005 - Mar 2008Web Project Manager / Seara.comThe Web Project Manager position I held at Seara.com implied:
- Deployment planning and goals setting;
- Usability and accessibility study;
- Follow-up and evaluation of the work in progress throughout all the phases of the deployment, including design;
- Testing and quality assurance;
- If needed, mid-term renegotiation of terms and conditions, directly with the client;
- Recruitment, coordination and motivation of a team of developers.
Portfolio samples:
- www.teamviewinstitute.com
- www.estilomoveis.pt
- www.actualeditora.com
- www.equisport.pt
- www.ergonomica560.pt
- www.lasanet.pt - Jun 2002 - May 2005Co-Founder, Co-Owner, CTO / Prostation SystemsA close friend and I decided we could do better on high-end personal computers for designers, architects, engineers and gamers. So we started "Prostation Systems". "Prostation" stands for "professional workstation" and we based it on a sturdy concept that put customization, customer service and quality above anything else.
We "thought" there was a market for those high-quality dedicated machines in our country - Portugal - but we were wrong. At the time there was a market for it in the USA and in the UK, definitely, and perhaps in other countries, but not in Portugal, unfortunately.
Here, gamers built their own machines because it was cheaper and 99% of image professionals worked with "white boxes" - no-brand, generic machines, because they were really cheap.
The other 1% bought only wide accepted and recognized brands like HP and Dell.
So we went out of business, after less than 3 years, and went on pursuing different careers. - Jun 2000 - May 2002Systems Administrator / CaleidaThis company is related to the other one below (Cubo Mágico) and my work there was the same (infrastructure sharing).
- Jun 2000 - May 2002Systems Administrator / Cubo MágicoThis is one of the oldest 100% web companies in Portugal. And this was a very stressful - at times - position to hold. This company hosted their 28 web servers on-premises. The Systems Administrators team was responsible for keeping everything going and online. We were only two.
I was responsible for the management and maintenance of all of the hardware (servers, UPSes, network and network users hardware included - even printers), the 3 Windows servers software (and network users' Windows operating systems too), communications infrastructure (both voice and dedicated data lines), hardware solutions research and hardware and software suppliers management.
My colleague was responsible for the management and maintenance of all of the software of the 25 Linux servers and managed the entire network: monitoring, security, traffic, QoS. - Jan 1994 - Jan 2001Computer Systems Integrator / (self-employed)For some time I designed and assembled computers to sell, on demand. My very first clients were college buddies.
- Dec 1999 - May 2000Network Administrator / NovabaseDuring my brief passage through this company, my role was to manage the network (monitoring, security, traffic, QoS), the Windows servers (Exchange, backups, files, IIS) and give support to network users.
- Nov 1998 - Nov 1999Helpdesker @ Siemens Semiconductors (outsourcing) / TecnidataSiemens Semiconductors was probably the place I worked at where I learned the most. The german way of planning and implementing is just flawless. The organization of the whole company is beyond belief: recruiting policy, training policy, security policy, procedures policy, quality policy - everything's perfect. Really.
I was very happy to be a part of this while working at Tecnidata, as an outsourced Siemens Semiconductors helpdesk team member (I left during the branding shifting to Infineon), until the next challenge came up. - Mar 1998 - Nov 1999Information Systems Technician / TecnidataTecnidata was a landmark in my life, for it was my first full-time job, allowed me to work at a Siemens Semiconductors memory chips factory (the helpdesk team was outsourced) and was one of those places where you learn everyday, always backed up by the whole team I was in - including one of the two best direct managers I've ever had.
- Sept 1997 - Mar 1998Technology Researcher/Hardware Consultant / CaleidaMy role as consultant in this company, at this time (I worked here again at a later time), was to research hardware technologies, come up with new solutions, find adequate suppliers, make the necessary purchases and implement those solutions. All this to support the web business of the company, with dozens of in-house servers.
- Sept 1997 - Mar 1998Trainer/Coach (Windows, Office, Internet, CorelDRAW, 3D Studio) / MicrocampMy role was to introduce students to the Internet and CAD (Computer-Aided Design). In Windows, Office applications and Internet I also taught in advanced programmes.
Education-
2008 - 2008SPINeuro-Linguistic Programming (NLP)
-
2007 - 2007SPIEmotional Intelligence + Creativity and Innovation
-
1992 - 1997Universidade Portucalense Infante D. HenriqueComputer Science and Business Management
-
1990 - 1992Universidade Portucalense Infante D. HenriqueBusiness Management
-
1988 - 1991Conservatório de Música do PortoMusical Composition, Choir Singing, Musicology, Music History, Acoustics, Solfège
-
1989 - 1990IPFELComputer Science
-
1983 - 1989Rodrigues de FreitasEconomics
-
1982 - 1989Caiús MusicClassical Guitar, Music Theory, Solfège
Additional Information-
Websites:
-
Interests:internet, social media, saas, usability, interface design, information technology, e-solutions, professional productivity tools, business management tools, web 2.0 (social web), web 3.0 (semantic web), photography
