03 / Buser · Mobility & Logistics · Marketplace
Scaling Growth Without Breaking Trust
I worked at the intersection of the COO, Operations and Product & Technology, turning operational challenges into shared priorities and coordinated action. The Logistics Control Tower became the central intelligence platform: a common view of the operation that helped teams anticipate risks, coordinate interventions and protect the passenger experience.
- Role
- Head of Operational Efficiency & Product
- Executive collaboration
- COO · Operations · Product & Technology
- Cross-functional scope
- Commercial · Routes · Risk & Contingency · Safety · Product & Tech
Connect the COO, Operations and Product/Tech to remove bottlenecks, accelerate decisions and support scale.
Estimated savings over six months
Incident coordination
Fleet connected in ~1 month
01 · Context · Executive read
The marketplace was scaling faster than its operational visibility.
After its Series C investment, Buser was scaling a two-sided marketplace in a regulated, seasonal and still-evolving mobility market. Passenger demand, partner supply and thousands of real-world movements had to expand together. My mandate connected the core operating areas with Product and Technology while protecting the B2C experience.
Supply instability
Regional economics varied dramatically, while commercial rules did not sufficiently reflect those differences.
Operational blindness
Real-time visibility did not yet cover enough of the partner fleet.
Reactive incidents
Fragmented communication chains increased the time and cost of every response.
Customer uncertainty
During delays, passengers often had little visibility into what was happening with their trip.
Growth wasn't the constraint. Reliable growth was.
02 · The bet
Turn every trip into something visible and actionable.
The bet was to connect fragmented operational data and workflows around each trip. With telemetry, event-driven architecture and business rules, the Control Tower evolved into a predictive decision-support hub across logistics, safety, risk and contingency. Shared context helped teams decide together and intervene earlier.
03 · The operating system
Three systems turned growth into reliable scale.
Marketplace economics
Recalibrating route economics before replacing partners stabilized supply and reduced the cost of inefficiency.
~R$2.1MDelivered an estimated R$2.1M in operational savings over six months together with the team, through route and pricing optimization—approximately R$80K per week over 26 weeks.Operational intelligence
Telemetry, the Control Tower and a coordinated workflow created one shared operational truth.
>90 min → <15 minTime required for incident coordinationTrust infrastructure
SAFE, safety standards and passenger visibility connected supply quality to the customer experience.
80%+Fleet with real-time monitoring coverageExplore the complete institutional stack
Fix the economics before replacing the partners.
A route-economics study exposed where commercial assumptions were incompatible with local operating conditions. Kilometer compensation was adjusted where justified; structurally unsustainable routes could be reconsidered instead of continuously subsidizing instability.
~R$2.1MBefore real-time operations, we needed real-time data.
OBD/GPS devices turned physical movement into a usable operational signal. In approximately one month, the majority of the partner fleet could be monitored in real time.
80%+From fragmented signals to one operating picture.
The Control Tower combined dashboards, event-driven architecture and business rules. It evolved from delay monitoring to abnormal slowdown, accidents, route disruption, timing deviations and impacts across multi-leg journeys.
Reduce the cost of coordination when something goes wrong.
An internal workflow connected Risk & Contingency, Commercial and transportation partners directly. The operation could coordinate unavoidable real-world incidents without carrying the cost of an avoidably slow response.
>90 min → <15 minTurn partner quality into a measurable operating system.
Sistema de Acompanhamento com Foco em EficiênciaMore than 15 operational criteria formed an A to C+ partner rating. The score informed route allocation and created an incentive loop rather than acting only as an internal risk label.
A → C+Turn internal visibility into customer confidence.
Once the company could see the operation, that signal could improve the passenger experience. Proactive status updates reduced the information vacuum before departure, and real-time vehicle location eventually became part of the native Buser app.
05 · Evidence
The operation became visible to the team — and to the passenger.
customer interviews, combined with social and support signals
operational telemetry reached the native passenger experience
partner quality became an allocation and incentive mechanism
06 · Executive takeaway
We didn't need another dashboard. We needed a shared version of operational truth.
The Control Tower connected marketplace economics, physical infrastructure, data, operations, partner incentives and safety. Alongside this work, I partnered with Product and Technology squads on the driver app, passenger journey, website conversion, payment and wallet usability, and growth. OKRs, KPIs and quarterly reviews kept these initiatives connected to business priorities.
At hypergrowth, reliability is not an Operations problem. It becomes part of the product.