Auana Mattar has been associated as IT Coordinator since TIM in September 2001, three years after the company began operations in the country. “At the time, we held four desks in an office and wrote documents to contract for prepaid, postpaid and interconnection platforms,” recalls Auana, who has a degree in Data Processing and a postgraduate degree in Strategic Information Management from UFMG ( Federal University of Minas). Gerais), in addition to training in New Ventures Leadership from MIT, High Performance Skills from London Business School and an MBA from Coppead.
Over the next 18 years, the executive has held several leadership positions, including Executive Manager of Data Warehouse and Business Intelligence, Executive Manager of Consumer Market and Director of Digital Transformation. At the end of 2016, he returned to the IT sector, and in 2019 he became CIO (Chief Information Officer). For Auana, the growth together with the company has brought the opportunity to follow the evolution of the market and the change of the behavior of the customers.
“Brazilian consumers are very open to innovation, but only when it makes sense to them. So we had the opportunity to try a lot of things in the market,” she says. Tech (EWiT), an event taking place today in Rio de Janeiro, promoted by the North American Avenue Code software consultancy.
Check out the main excerpts from the interview that Auana Mattar gave business season.
FR – TIM is the first operator to initiate the migration of all datacenter infrastructure to the cloud. At what stage is this process and what results does the company expect to achieve?
Auana Mattar – We made the decision to move 100% of our data centers to the cloud before the pandemic. She was a good girl. If we hadn’t done this, today we would have trouble buying the equipment, because there is a chip crisis in the world. Without this concern, I can concentrate my capital and resources to create and connect new services and content to expand our offerings and bring more convenience to the customer. In addition, I have partners who can handle this migration with security, focus and a lot of investment, such as Microsoft, Google and Oracle. With the change, we will have a 25% to 30% reduction in recurring IT costs, and we can reinvest this in innovation. The drive was financial, but we’ve already garnered a lot of rewards, such as millions of call center service time and sales platforms.
It is a much more effective investment. First, I bought the server and the machine went into depreciation, with the system or not. Today, I use a practice we call “finops”. When I first started managing the infrastructure in the cloud, it was like running a taximeter. We have already 55% migrated. Our plan was to finish by the end of 2023, but we should finish it in the first quarter of 2023. The decommissioning of the data centers will follow an audited process, complete and complete with ESG standards.
EN – You mentioned the pandemic as an accelerating factor. In fact, the telephone was one of the main forms of communication during this period, and people began to use more and more data, with video calling and applications. How have these two years impacted business?
Auana Mattar – The last two years have been very difficult for the world. But when we looked at the technology, they were very positive. We can exploit and accelerate many things that would otherwise take years to implement. One of the innovations, for example, was Tais, our virtual assistant. This is a project that, in other circumstances, would have taken 18 months, and was launched in seven, by teams that do not know each other in person, using agile methodology and experimenting with clients.
The telecommunications market has also been transformed from a formal point of view, since it came to occupy a basic service position. We are part of a highly regulated industry, so there was already a charge for the quality of service and care, in addition to the quality of the connection itself. But we never get to the same level of water and electricity, which are very basic sectors. And now we see it that way. So I think there has been a transformation in that sense as well.
FR – The telecommunications sector is historically known for the high number of complaints. How has TIM used technology to meet consumer demands?
Auana Mattar – Technology has advanced a lot in recent years, but nothing works without the intervention and intelligence of a person behind the decisions. Of course, today, for me to deal with the amount of data I have, I need help, so I use the Google API, which is already ready. We use it to define, for example, a more interesting segmentation for the propensity to purchase a product. But everything that involves ethics and creativity is done by people.
We want TIM to be the most beloved operator in Brazil by 2023, and that depends on humanity and empathy. We discuss a lot on a daily basis, trying to understand how we can improve processes. Sometimes innovation is about doing something simple. We know that in our market there are frictions with the customer, because there are many expectations. The customer wants to feel connected, but also wants to be served in a humane way. The challenge is the intense use of technology with the creation of humanized relationships.
EN – In addition to the Tais virtual assistant, in what other areas does TIM use artificial intelligence (AI)?
Auana Mattar – There are four spaces. The first is customer service. In the case of Tais, there is a care team that analyzes the results and adjusts and optimizes the assistant to better serve the customers. In the back office service, we use bots and AI a lot to process orders and process faster, as in the case of account clearing, scheduling installations and repairs. In the area of marketing, AI also appears, to deal with context and segmentation, always obeying ethics and LGPD. Finally, we use technology in network optimization.
There is also the use of AI to analyze the potential of new businesses, content, services and partners. One example of this use is in collaboration with Ampli, an online education platform. What we do is use artificial intelligence to create something relevant to a certain group of people.
FR – Thanks to the purchase of OI, TIM will increase its customer base by at least 16 million. Do you need to make any adjustments to your IT infrastructure to meet this new demand?
Auana Mattar – We have two types of migration: simpler network migration, which is already happening, and systemic migration. As we have already chosen to go to the cloud, last year we accelerated all the platforms that were most critical to receive customers. We will not bring any Oi system here, we will bring the customers and the data history of these customers. We are in the final stages of starting the migration at the end of June.
EN – And how do you plan to create a relationship with these new customers, coming from another operator?
Auana Mattar – There is an institutional communication process, in addition to all our service channels, such as the warehouses themselves. Customers will be communicated, and the migration will happen for a period of time, not a big bang. We’ve been working on this for some time in IT and now comes the moment of truth, which is execution. The emphasis is on excellent execution, to ensure that the customer has all the advantages offered by the operator.
EN – Where do you focus your efforts and investments when it comes to innovation?
Auana Mattar – If we talk about the budget, it is clear that there is a concentration in the area of technology and networking. Here in the IT area, there are always a lot of new things coming, and we’re always a few steps ahead, to make execution easier. When a new service technology or a new media channel is introduced, the communication area is attentive to it, HR itself, with all the market movement happening, is concerned about updating the programs to form the talents. When they started talking about ESG and diversity, we already had these spaces here. Thinking about innovation is part of the culture.
EN – Many companies still know how to position themselves in the metavars. What is your perception of technology and how do you intend to use it in your company?
Auana Mattar – The metaverse already exists in games like Minecraft and Fortnite. The difference is that in the future, there will be many metaverses. In terms of technology, the advantage is that there can be a lot of customization. Let’s say we run campaigns in a game, or a show. We may have two people watching the same show, but receiving different advertisements, which have a context based on consumer preferences. It makes sense, it can’t be free. So the metaverse is something that will create value, like the Internet. But I don’t think anyone will live in the metaverse. I hope not.
EN – In your career, what is left to overcome?
Auana Mattar – My career was not built on a specific ambition, I was always motivated by challenges. I don’t want to stop working. I keep thinking a lot about what this future will be like with so much robotics and technology. I think about how I’m going to evolve, what careers can go along with that, what needs to be born. My ambition is to continue to grow, learn and stay active in the market for many years to come.
FR – What fashionable word, ready-made phrase or corporate cliché can no longer stand to be heard? For what?
Auana Mattar – “We’re doing digital transformation.” The digital transformation has already taken place. What we need to do is accelerate, transform our minds. The only certainty we have is that of constant change. I like the change, and I also know it can be awkward. But we need to have this aspect of looking for new things, to make them different and better. I don’t believe in comfort zones and avoid them in all areas of my life.
FR – What was your best career decision? And the wrong decision?
Auana Mattar – The best part was when I agreed to go to TIM Marketing, even though I had an absurd fear. It wasn’t my specialty, I was a tech person. It was a difficult time for the company, around 2012, and we were back. It was amazing, I had a really great experience and now I have another impression with the team.
EN – And the worst decision?
Auana Mattar – The downside was, perhaps at the beginning of my career, when I made a decision somewhat influenced by more conservative standards. My father worked for a mining company and I also wanted to work for a large company. And I had the opportunity to go to a technology consultancy that was small at the time, but I didn’t. I joined a big company, but where technology was just an accessory. I’m not saying I’m sorry, but maybe it was a bad decision.
EN – What is your best habit? And the bad habit?
Auana Mattar – My best habit is to do yoga. the downside is to be workaholic (laughs), but I don’t consider it a bad habit because it makes me feel good. A bad habit can be sleeping too little. Since my kids have classes after noon, they take a long time to go to bed, so I also take time off, but I always wake up earlier. This is bad because the body does not stay that long.
EN – What book have you read recently that has won you over?
Auana Mattar – I will cite two from Marty Cagan, “Inspired” and “Empowered.” I’m also a big series consumer, so I could say a few, but the two most recent ones I like are “Succession” and “Breakup”.
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