1. Lélio de Souza Júnior
Brazilian, 41 years old, Mechanical Engineer
Brief Presentation:
I have joined Intelie in apr-2016 as a partner and CEO. Intelie (http://www.intelie.com/en/) is tech Brazilian
company, founded in 2008 and which developed a stream analytics platform (Intelie Live), delivering to
ours clients the capacity of capturing, processing and taking action on real time data (structured and non-
structured) analysis. In Intelie, we Transform Data into Results!
Before Intelie, I was Corporate Director in TOTVS (http://en.totvs.com/) from 2008 to mar-2016. TOTVS is
the Latin America leader ERP & Management Solution provider. My last role was to lead the Brazilian
commercial operations, from activities like organization structure review, team builder, management of the
distribution & delivery channels, offers design, go-to-market approach, to the day-by-day operation, lead
generation, forecast, customer negotiation, etc. I performed this role from 2014 to apr-2016. Before this, I
had been charge of starting up and running TOTVS Large Account unit, from 2011 to 2013, being responsible
of its P&L. Yet in TOTVS, I also had been the Director of Added Value Business Units: Consulting, BPO,
Datacenter and Training.
Prior to TOTVS, I had worked for Accenture, from 2000 to 2008, reaching the level of Senior Manager in
Brazil Energy Practice, having participated in several consultancy projects in the resource industry (utilities,
metal & mining and oil & gas), especially in Petrobras Downstream Business Unit, in initiatives to leverage
Order-To-Cash and Supply Chain operations.
Contact Information:
Mobile: +55 11 99115 7220
Email: souza_lelio@hotmail.com
I N T E L I E E X P E R I E N C E
 CEO Since Apr/2016
Founded in November 2008, Intelie was born from the union of research activities on event correlation in
real time and anomaly detection and the professional experience of its four founding partners: Hubert
Fonseca, Jorge Falcão, Pedro Teixeira and Ricardo Clemente. It started with the IEM (Intelie Event
Manager) tool, strongly focused on supporting the monitoring of the IT infrastructure and services, but
quickly expanding the scope over business processes as clients and Intelie realized the power of the tool
to generate valuable insights from real time data analysis. Thus, data analysis began to serve the operation
of clients businesses end to end.
Intelie achievements come since the academy, with the award for the best paper at the 25th Symposium
On Applied Computing in Switzerland. It also presented cases at DEBS 2010 in Cambridge and Surge
2011 in the USA. Still in 2011, It won the award for best TIC infrastructure solution for ASSESPRO-RJ.
In the course of time, the tool has been becoming more complex and eventually transformed itself into a
platform. This transformation started with the victory of the TOTVS “START it up” competition in 2013. IEM
has become Intelie Live and continues to help businesses to think faster, making their businesses more
competitive, in a world where minutes are worth millions.

2. I was Intelie’s mentor during the Start Up program held by TOTVS and I’ve been following Intelie since
then, as a counselor. In April 2016, I decided to join Intelie as a partner and CEO, to lead the company
through its growth journey. My main goals are to structure a business plan to grow the company through
strengthening its market position in Brazil and abroad, building a distribution model with partners, and also
raising funding to accelerate this growth potential.
T O T V S E X P E R I E N C E
 Corporate Director Dec/2007 to Mar/2016
TOTVS is the largest developer of ERP systems in Latin America. Besides the innovations in software,
services and technology, TOTVS was the first Latin American IT company to go public. TOTVS has been
listed in BOVESPA's New Market since 2006.
A wide portfolio of vertical solutions and services such as Management Consulting, BPO, Cloud Computing
and Platform complete and enhance its ERP offers.
I joined TOTVS as a Management Consulting Director assigned to help in the post-merger acquisition of
this business and with the goal to expand it and leverage its operational margin. In Dec-2007 this Business
Unit had ~ 30 people, it is ending 2015 with more than 600 people, and it has experienced a ten-time
revenue growth. I was full time in this BU from Dec-2007 to Dec-2009, being this BU leader during 2009.
In 2010 I became the Head of Added Value Services (Datacenter, BPO and Education), being responsible
to leverage customer satisfaction, quality and profitability of those services. The main achievements where
a great improvement in BPO financial margin and the quality / customer satisfaction of Datacenter and
BPO services.
From 2011 to Jun 2014, I was in charge to build a new Business Unit to manage the large accounts. It was
pretty much like a startup job, from team building, process design and implementation, go-to-market
definition, P&L management, ability to make adjustments and address the issues along the journey, etc.
This BU serves ~120 clients nowadays and it is among the most important commercial units of TOTVS.
Since Jun 2014, I have been in charge of Brazil Commercial Operation (almost 60 units from all over Brazil),
understanding the market, competitors, opportunities & threatens, defining a commercial strategy and
expected revenues, aligning all the distribution channels, managing the execution (revenues goals
achievement, churn, customer satisfaction, team turn over, etc).
A C C E N T U R E E X P E R I E N C E
 Downstream EAM – Enterprise Asset Management Jun/2007 to Dec/2007
Accenture internal initiative to build an EAM demonstration environment for downstream business
context
Downstream EAM initiative had the mission of defining a framework of technical solutions that, aligned with
the best of breed enterprise asset management processes, could help companies to achieve high
performance in their operation. The first wave of this initiative was to implement two different solution
platforms as a foundation for the EAM framework: SAP PM ECC 6.0 and IBM/MAXIMO 6.2 with Oil & Gas
as they were (at that time) the most complete and used EAM solutions in market. Above this foundation
platform, other specialist solutions were implemented, such as project management tool, mobile
transactions, reliability center maintenance and business intelligence for analysis and reports.

3.  My role in this project: Project Manager
I was in charge of:
- Hardware issues: hardware definition and architecture design, hardware procurement,
hardware set up, work together vendors to install software;
- Define the demonstration data for a refinery business context;
- Define the EAM business scenarios for the demonstration;
- Define the procedures to work with Accenture India off shore delivery center for SAP
configuration according to the defined business scenarios;
- Set up a MAXIMO team in Brazil (7 people) for the MAXIMO configuration work;
- Define the work plan, deliverables and assets to be built in project;
- Coordinate the implementation
- Review the deliverables & issue handling
- Status report to senior executives
 Downstream Supply Chain Operations Benchmarking Sep/2006 to Jun/2007
Consulting project aiming to benchmark downstream supply chain operations among oil
companies worldwide
Accenture held a Global Benchmarking of KPIs and practices of downstream supply chain operations
among 12 oil companies of all over the world. The benchmarking analysis pointed some improvements
opportunities to Petrobras Supply Chain business area and Accenture worked with Petrobras to prove the
value and to implement the opportunities.
 My role in this project: Project Manager
- Manager of a consulting team assign in Brazil to prepare the benchmarking with help from
Accenture SMEs from all over the world , support companies answering process, consolidate
results and analysis improvement opportunities, prepare executive presentation and conduct
the follow on initiatives;
- Achieve a high client satisfaction
- Quality assurance of the Benchmarking reports
- Fulfill the sponsors partners expectations worldwide
- Client contact for work plan status & issues handling ;
- Analysis report elaboration and discussion with client supply chain executives;
- Finance and resources management;
- Tasks plan, track and report
 Petrobras Natural Gas CRM diagnosis Nov/2006 to Jan/2007
CRM Assessment for Natural Gas business area
Accenture was contracted to a CRM Assessment and Vision Statement Definition for Petrobras Natural
Gas business area.
 My role in this project: Project Manager
- Build a trustworthy Client relationship
- Weekly work plan status report
- Issues handling
- Presentation of project results to client executives
 Diagnosis of Credit Process in Order-To-Cash value chain –
Petrobras (Oil Company)
Dec/2006 to Jan/2007
Consulting project aiming to identify improvements opportunities in credit process in the Order-
To-Cash value chain

4.  My role in this project: Project Manager
Project goal was to assess the international credit processes (credit grant and control) at Petrobras.
Besides the assessment, there was another work stream to remedy the gaps for fulfilling SOX
requirements. Each of the work streams had a team of 3 persons and the project took 8 weeks of
duration.
The main responsibilities was:
- Manager of a consulting team of 6 consultants assigned to assess the credit process against
best practices, identify improvements opportunities and implement quick win improvements to
assure that credit process would become compliance to SOX recommendations ;
- Finance and resources management;
- Tasks plan, track and report;
- Build a trustworthy relationship with key client executives
 PeopleSoft CRM Implementation – Petrobras (Oil Company) Since jul/2005
Application Outsourcing for PeopleSoft CRM maintenance and enhancements and CRM processes
support and improvements
Accenture implemented the PeopleSoft CRM solution to support Petrobras Downstream call center
processes (client interactions & issues solving).
 My role in this project: Project Manager
- Manager of a ten members team in a PeopleSoft CRM implementation project covering
process design, data analysis and cleansing, gap analysis, application design, build and run;
- Manager of a six members team to PeopleSoft CRM maintenance and enhancements, besides
CRM processes support and improvements;
- Client contact for issue handling;
- Finance and resources management;
- Tasks plan, track and report
 Customer Web Channel Design, Implementation and
Operation – Petrobras (Oil Company)
Since apr/2002
Customer Channerl is a web-based application that supports the processes of the Order-To-Cash
value chain. It was developed in a Java – J2EE Architecture
Accenture implemented a custom web based (Java – J2EE) solution integrated to corporate systems to
support the processes of Order-To-Cash value chain, from the contracting and ordering, through the
delivery scheduling to the invoice collection. After implementing Accenture took the role of maintaining,
operating and continuously improving the solution.

5.  My role in this project:
Project Manager
- Manager of a fifteen members team in an Order-To-Cash eCommerce solution operation and
development covering enhancements design, build and run, integration with SAP definition,
design build and run, OTC processes review and application blue print to support those
process;
- Client contact for project status and issue handling;
- Finance and resources management;
- Tasks plan, track and report;
Product Manager
- Coordination of a design, build & run project to reconstruct the Petrobras Order-To-Cash
eCommerce solution in order to be integrated with SAP R/3 and to be multi-company;
- Coordination of new functionality design and development;
- Design of VMI solution, design of truck and pipeline delivery scheduling;
- Coordination of solution operation;
Operations Lead
- Definition of enhancements and corrections needs;
- Demand planning with client for enhancements and support initiatives (process review, reports,
training, etc);
- Coordination of operation team.
 Supply Chain Systems Enhancement – CVRD (Mining
Company)
set/01 – mar/02
 My role in this project: Consultant for Supply Chain solutions improvements design & Contract PMO
support
- Definition and implementation of the work processes, procedures and products based on
contract specification;
- Implementation of timesheet database system to record tasks and effort of each person and
to provide management reports;
- Analysis, specification and development coordination of enhancements for the Supply Chain
System;
- Elaboration of status report and billing preparation;
 MAE - Electric Energy Wholesale Market abr/00 – ago/01
Energy contract & settlement system design, build and run
MAE is a non-profitable corporation, and it enables the transactions of buying and selling energy among
the market agents. SINERCOM is the web-based solution, which support the Market Rules and enables
the financial transactions of the MAE members.
 My role in this project:
PMO consultant
- Coordination of PMO team;
- Controlling of project expenses, invoices and bills;
- Billing preparation and processing;
- Controlling and reporting the timesheet of the project team, providing reports Accenture and
client managers ;
- Implementation of a database tool to record timesheet and to provide reports;
- Support manager on management of contractual documentation;
Design & Test
- Design of Billing component enhancements and changes due market rules changes;
- Test planning and execution of change request in the Billing component;
- Elaboration of test tool to validate Billing component;
- Design, Build & Run of a report tool to publish information of Sinercom (MAE transaction
system)

6. P R E V I O U S P R O F E S S I O N A L E X P E R I E N C E
 COMPANY: COONEP – Engineering Jan./1998 – Mar/2000
- Participation in projects of the Department of Commercialization and Management of the Demand of
CEMIG (Utility Company):
- Elaboration of technical manual: "Electric Water Heater – Boiler. Instructions for Designers and
Assembling Professionals." – 1998
- Project "Utilization of Solar System for Water Heating in Substitution of Electric Shower", to reduce
energy demand in the pick time (6:30 pm – 9:00 pm). – 1999 to 2000
- Market Survey Elaboration, Application, Consolidation and Report Generation
- System design and implementation to support projects of Demand Control, Water Heater System
Deploy and Monitoring, Market Survey, etc
 COMPANY: ENALTER – Renewable Energy company Sep./1997 – Jan./1998
Company acting in the solar energy-engineering field, mainly in the water heating systems.
Activities: elaboration of technical proposal of central water heating system (Central Gas, Central Electric,
Heat Pump, Solar System).
 COMPANY: Valourec & Mannesmann Forest Unit Business May – Dec./1997
Valourec & Mannesmann Forest is a unit business of Valourec & Mannesmann steel pipe mill in
Brazil, and is responsible for forest research and raise for charcoal production purpose.
Activities: participation in a project to improve the charcoal process production. Activities: bibliographical
revision, participation in the elaboration of the energy and mass balance of the carbonization process.
 COMPANY: UFMG - University / CEMIG - Utilities
Project of Heat Pump
Jan. - Fev. / 1997
Activities: participation in assembling and experimental tests of a heat pump projected to cold milk and heat
water.
 COMPANY: CEMIG – Utilities
Water Heater Systems
Mar./1996 – Jan./1997
Activities: Diagnosis and optimization of central water heating system aiming the rational and efficient
utilization of energy. Monitoring large solar water heater system. Verification of hot water hydraulic
distribution project, etc.
 COMPANY: Valourec & Mannesmann - Steel pipe mill Jan. - Mar./96
Activities: analysis of pipe cutting process aiming to revise and update the operational guide.
 COMPANY: GS – Consulting in Thermal and Hydraulic
System
Nov./1994 - Mai/1995
Activities: analysis of steam, hot water and thermal fluid distribution, steam, hot water and thermal fluid
boiler, heat exchanger, elaboration of technical draw and reports, participation in meetings.
 COMPANY: USIMINAS – Steel mill Company Feb. - Ago./1992
Activities: participation in the management maintenance activities of Steel mill support areas, such as
accompanying of predictive maintenance tasks, reports elaboration, problem diagnosis, technical meeting,
etc.

7. O T H E R A C T I V I T I E S
- Board Member of Solar Meninos de Luz - Rio de Janeiro, a Non-profit organization which promotes
full-time formal and complementary education, culture, sports and basic health care in the Pavão-
Pavãozinho and Cantagalo underprivileged community in Rio de Janeiro’s South Zone;
- Vice President of IOS (Instituto de Oportunidade Social), a non-profit organization held by TOTVS.
IOS promotes complimentary education on basic business processes, and how to use ERP to perform
them, for young people from very low income families, and also for people with some physical disability,
helping them to get their first job.
E D U C A T I O N
 WHARTON - Strategic Value of Customer Relationships
Wharton Executive Education
Online Program
03/2014 – 04/2014
 WHARTON - Strategic Thinking and Management for Competitive
Advantage
Wharton Executive Education
Pennsylvania
12/2013
 INSPER – Business Dynamics
São Paulo – São Paulo
Executive Education
 APICS Certification
09/2013
Module 1 - Basics of Supply Chain
Module 2 – Master Planning of Resources
Module 3 - Detailed Scheduling and Planning
Module 4 - Execution and Control of Operations
Module 5 - Strategic Management of Resources
 FGV – Fundação Getúlio Vargas – Supply Chain Management
Rio de Janeiro – Rio de Janeiro
09/2002 – 03/2004
Executive Education
 IETEC – Instituto de Educação Tecnológica – Process Engineering
Belo Horizonte – Minas Gerais
08/1998 – 12/1998
 UFMG - Universidade Federal de Minas Gerais –- Mechanical
Engineer
Belo Horizonte - Minas Gerais
1992 - 1997
Bachelor
 CEFET-MG - Centro Federal de Educação Tecnológica –
Mechanical Technician
Belo Horizonte - Minas Gerais
1989 - 1991

8. C O U R S E S & C E R T I F I C A T I O N & C O N G R E S S
 Presentation of a research work of Design of Hot Water Building Distribution in the V SME Science
and Technological Prize. This work was prized in Energy Save category. – Engineers Society of
Minas Gerais, Belo Horizonte Dec./1996;
 Scientific research in computational fluid dynamics and heat transfer using the finite volume in
generalized coordinates methodology - Department of Mechanical Engineering of UFMG – Ago./1995
to Jul./1996. The research results were presented in important national and international congresses.