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IT Analyst

Pedro HenriqueMoreno

I work with systems support, ERP, MES, databases and automation. I have experience in multi-site environments, focused on service stability and process improvement.

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Portrait of Pedro Henrique Moreno
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Who I am

From my first IT job to Analyst, at the same company.

Four years, three roles and a scope that only grew. I did not change companies to move up — I changed problems.

Grupo Umaflex was my first job in IT. I joined in June 2022 as a Junior IT Assistant, while still studying Systems Analysis and Development at FATEC Arthur de Azevedo and close to graduating. It was the chance to find out, in practice, whether what I was studying actually solved real problems — and it did.

My work started at tier 1: keeping around 285 workstations running across three plants — São Paulo, Paraná and Pernambuco — and operating the help desk in ManageEngine. Log, categorize, resolve. That is where I learned the first thing that still guides my work. I built out the help desk knowledge base, with manuals and resolution articles, and repeat tickets started to drop.

In December 2023 I moved up to Senior IT Assistant and the scope shifted from machines to systems. I began handling tier 2 and tier 3 for the ERP and the MES — around 20 tickets a week, with troubleshooting and root cause analysis — and I discovered that the answer to most of them was not on the user’s screen: it was in the database. I started writing SQL and PL/SQL queries against the Oracle base to prove hypotheses with data. What began as a diagnostic tool became a deliverable: more than 50 management reports for tax, sales, procurement, production planning and finance, most of them absorbed into how those teams make decisions.

In that same period I left the IT room and went to the shop floor. I implemented the product labelling system and the load picking project, trained the teams and followed the rollout — loading and delivery errors dropped sharply. I also built the corporate intranet in PHP and JavaScript, which centralized announcements, system access, phone extensions and the cafeteria menu for all three plants. In parallel, I administered Active Directory with GPO, around 200 Microsoft 365 licences, Entra ID and Exchange Online.

Since July 2025 I have been an IT Analyst. I keep the services of all three plants running with a focus on availability and continuity, monitor the environment with Zabbix and Grafana to handle alerts before they become outages, and lead continuous improvement projects that eliminated rework and recurring tickets across business areas. My priority now leans increasingly towards systems: I sit in on the business training sessions in preparation to support the new ERP as we migrate from Focco to SAP.

My education tracked the same path: I completed the technologist degree in Systems Analysis and Development at FATEC and went on to a postgraduate programme in Management Systems with a focus on SAP, at FETES. Four years at the same company was not standing still — it was enough time to understand the business from the inside. That is what lets me talk to a developer, a DBA, a manager and a factory operator without switching vocabulary halfway through the sentence.

The same ticket showing up for the fifth time is not a support problem. It is a process problem.

How I solve problems

A closed ticket is not the goal. It is the starting point.

Support that is only ticket-handling becomes an endless queue. What I apply is a cycle: understand, prove it with data, automate, roll out together with the business area, and monitor — so the problem never has to be solved twice.

Where this method came from

None of this came from a course. Grupo Umaflex was my first job in IT — I joined in 2022 while still finishing my degree at FATEC, handling tier 1 across three plants. This cycle was built one ticket at a time, in the order the problems forced me to learn: document first, then investigate properly, then prove it with data, then automate. Four years at the same company gave me something that job-hopping does not: seeing the effect of my own decisions from two years earlier.

  1. 01

    Problem

    The ticket describes the symptom.

    I translate the user report into an observable fact: what stopped, since when, for whom, and what changed beforehand. Without that, everything else is a rushed guess.

  2. 02

    Investigation

    Reproduce before you opine.

    I reproduce the scenario, read the logs, check the Zabbix and Grafana dashboards and scope the issue: is this one user, one plant, or all three? The size of the problem changes both the priority and the fix.

  3. 03

    Root cause analysis

    Separate effect from origin.

    A fix that restores service without explaining the failure only postpones the next ticket. The question that closes this step is always the same: why was this possible?

  4. 04

    SQL

    The database does not have opinions.

    I query the Oracle base in SQL and PL/SQL to confirm or kill the hypothesis with data rather than impressions. This is where the discussion between IT and the business stops being opinion.

  5. 05

    Automation

    Anything done manually twice becomes a routine.

    Repetitive work becomes a report, a query or a scheduled routine. Less manual operation means less human error and more time for what genuinely requires analysis.

  6. 06

    Implementation

    A change without training is not a delivery.

    I roll out alongside the business area, train the people who will use it and follow the first cycles. A system the user does not understand comes back as a ticket the following week.

  7. 07

    Monitoring

    Know before the user does.

    I put whatever was fixed under monitoring in Zabbix and Grafana. The goal is to handle the alert while it is still an alert — not later, when it is already an outage.

  8. 08

    Continuous improvement

    The best ticket is the one that never comes back.

    I document it in the knowledge base and review the process that produced the failure. Mature support is measured by the volume that ceased to exist, not by what was closed.

Results

A number without context is decoration.

Every figure below comes from my résumé, and comes with what it actually means in day-to-day operations.

Values marked with ≈ are approximate, exactly as stated in my résumé.

  • 4

    years in application support

    Four years at the same industrial group and three roles: from tier 1 support to IT Analyst, with a growing scope at every step.

  • 3

    plants supported

    São Paulo, Paraná and Pernambuco in parallel. Every change has to work in three different operational realities.

  • ≈ 285

    users and workstations supported

    The estate I am responsible for: hardware, software and printing availability across all three plants.

  • 50 +

    management reports built

    In SQL and PL/SQL on the Oracle base, for tax, sales, procurement, production planning and finance. Most became part of the decision routine.

  • ≈ 200

    Microsoft 365 licences administered

    The full identity and communication cycle: Active Directory with GPO, Entra ID and Exchange Online across three plants.

  • ≈ 20

    tier 2/3 tickets per week

    Average advanced support load for ERP and MES — the volume that forced me to build a method instead of improvising.

  • N1–N3

    support tiers covered

    From first contact through to the analysis that closes the problem, without depending on a hand-off to another tier.

  • Focco → SAP

    ERP migration under way

    I attend the business training sessions in preparation to support the new ERP — the highest-impact project in my role today.

Far beyond the help desk

Supporting systems well means seeing the whole system.

An ERP problem is rarely just the ERP: it is the database, permissions, the network, the process and the interface at the same time. These are the areas I work across — and the reason I can close a diagnosis instead of handing the problem over.

Pick an area to see the detail.

Application Support & ITSM

The core of the role: keeping business services available through process, not heroics.

  • Incident management
  • Troubleshooting
  • Root cause analysis (RCA)
  • Tier 1–3 support / Service Desk
  • Queue management and categorization
  • SLA
  • Knowledge base
ManageEngine ServiceDesk Plus ITIL 4

Databases

Where most ERP problems actually live. I use the database both to diagnose and to deliver.

  • Queries for incident diagnosis
  • Management reporting
  • Schema modelling and reading
Oracle SQL Server MySQL SQL PL/SQL

Development

I do not present myself as a developer — but knowing how to code changes the nature of my support: I read the code that failed.

  • In-house system development
  • Maintaining an application in production
  • Version control
PHP JavaScript Node.js jQuery Bootstrap Git GitHub

Infrastructure & Servers

The layer where outages are born. Invisible when it works — and it stops the factory when it fails.

  • File and print servers
  • Directory and group policy
  • Virtualization
  • Backup routines
Windows Server Active Directory GPO Linux Proxmox Docker

Microsoft & Corporate Cloud

Identity, email and devices are the front door to everything else — administering them well removes access risk.

  • Managing ≈200 licences
  • Onboarding and offboarding
  • Access policy
Microsoft 365 Entra ID Exchange Online Intune

Monitoring & Observability

The difference between reacting and anticipating: the alert arrives before the user does.

  • Handling alerts before an outage
  • Indicator dashboards
  • Scoping incidents
Zabbix Grafana

ERP & Business

Supporting an ERP requires understanding the process before the system: most tickets are mistranslated business rules.

  • ERP and MES support
  • ERP migration under way
  • Multi-site environment (SP/PR/PE)
  • Tax, sales, procurement, production planning and finance
Focco MES SAP SAP BTP

Internal User Experience

A system the user cannot understand generates tickets — so interface design is a support concern.

  • Corporate intranet
  • Production dashboards on the shop floor
  • Manuals and resolution articles
  • Training teams during rollout
jQuery Bootstrap

Pick an area to see the detail.

Skills map

Where I am deep, and where I am solid enough.

A radar chart maxed out everywhere says nothing. This one has peaks and valleys on purpose: it shows that my specialty is application support and databases, and that development and infrastructure are a real foundation — not a façade.

  • Application Support & ITSM 92

    Four years in the role, coverage from tier 1 to tier 3, root cause analysis and a structured knowledge base.

  • Databases 85

    More than 50 reports in SQL and PL/SQL on Oracle, used both as diagnostics and as deliverables.

  • ERP & MES 80

    Supporting Focco and MES in a multi-site environment; SAP migration under way.

  • Microsoft & Cloud 82

    Active Directory with GPO, ≈200 Microsoft 365 licences, Entra ID, Exchange Online and Intune across three plants.

  • Infrastructure 76

    Windows Server, Linux, Proxmox, Docker and backup routines.

  • Automation & Monitoring 80

    Zabbix and Grafana in production, report automation and continuous improvement projects that eliminated rework.

  • Development 70

    PHP, JavaScript and Node.js — the corporate intranet is mine. A differentiator, not my primary role.

Real cases

Operational problems, solved with technology.

Two cases, described from the problem through to the lessons learned. No showcase projects: both happened in production, with real users waiting on the other side.

Completed 12/2023 – 07/2025

Product labelling and load picking

An error that leaves the warehouse comes back as a return. We attacked it at the source: the check itself.

The problem

Loading and delivery errors. A wrong item on a truck does not end at the warehouse: it comes back as a return, a repeated freight cost, rework for production planning and friction with the customer.

My contribution

  • Implemented the product labelling system.
  • Implemented the load picking project.
  • Trained the teams on the new checking routine.
  • Followed the rollout until the routine held on its own in the operation.

Outcome

A sharp drop in loading and delivery errors, with checking no longer depending on the operator’s memory.

Read the full case

Context

An industrial operation across three plants (SP, PR and PE), where load checking depended on human reading and on the operator’s accumulated knowledge.

A shipping error is one of the few IT-adjacent problems whose cost shows up in full on the company’s bottom line: freight, returns, rework and customer credit. And it is typically treated as carelessness — which guarantees it comes back.

The approach was to take the check out of the operator’s memory and put it into the process. With product labelling and structured picking, verification gains a step you can actually audit: the item leaving is the item that was ordered, and that is confirmed before the truck closes.

The least technical part mattered most. Shipping works against the clock, and any new step that slows loading down gets abandoned on the first hard day. That is why training and rollout follow-up were part of the project scope: a solution only really exists once it survives the day nobody has any time.

Lessons learned

  • A shop-floor project is not delivered in a staging environment: if the shipping team does not understand the flow, the routine goes back to paper in the first week under pressure.
  • Training and post-rollout follow-up are not the final phase of the project — they are part of the solution.
  • Physical identification is process control: where there is a label there is traceability, and where there is traceability the error has an address.
Completed 12/2023 – 07/2025

Corporate intranet for three plants

Internal communication scattered across email, notice boards and memorised extensions — brought together into one entry point.

The problem

Internal information was spread across emails, notice boards and people’s heads. Finding a phone extension, knowing the week’s announcement or locating a system link meant asking someone.

My contribution

  • Built the corporate intranet in PHP and JavaScript.
  • Centralized announcements, system access, phone extensions and the cafeteria menu in one place.
  • Kept the application running throughout the period, evolving it as the business areas asked.

Outcome

Internal communication across the three plants centralized in a single entry point, maintained in-house and with no licence cost.

  • PHP
  • JavaScript
Read the full case

Context

Three plants (SP, PR and PE) with around 285 users and no single front door for internal information.

Solution flow

  1. 1

    Single entry point

    One front door for internal information across the three plants.

  2. 2

    Announcements

    Centralized publishing, replacing reliance on email and notice boards.

  3. 3

    System access

    Links to corporate systems gathered in one place, cutting "where do I find it" tickets.

  4. 4

    Extensions and menu

    Everyday quick lookups — what guarantees the recurring visit.

  5. 5

    In-house maintenance

    Evolution driven internally, according to what the business areas needed.

No user ever opens a ticket saying “internal communication is fragmented”. They open one saying they could not find an extension, did not know about an announcement, or lost the link to a system. These tickets are small, frequent and invisible in the metrics — and together they eat a considerable slice of the support day.

The intranet was the structural answer to that category of ticket. PHP and JavaScript, no licence, no vendor and no external dependency: an internal application that solves what used to be a recurring question.

The design decision that worked best was including what looked least important. Corporate announcements have naturally low readership; the cafeteria menu has daily readership. Put both in the same place and the recurring traffic carries the rest — the intranet became a habit instead of a forgotten bookmark.

Maintaining the application also changed my relationship with development. When the bug is yours, you stop thinking about “fixing it” and start thinking about why that state was possible in the first place — which is exactly root cause analysis applied to code.

Lessons learned

  • An internal tool is measured by spontaneous adoption: if users have to be reminded to use it, the problem was never a missing system.
  • The seemingly trivial item — the cafeteria menu — is what brought the daily visits. Recurring traffic is what makes the announcement get read.
  • Building and maintaining your own application teaches you the other side of the ticket: I became responsible for the bug I used to only report.
Professional experience

The path, in chronological order.

Three roles at the same industrial group, each with a wider scope than the last.

  1. Jul 2025 — present · 1 year and 1 month Current

    IT Analyst

    Grupo Umaflex — Multi-site manufacturer — SP · PR · PE, Brazil

    Continuity of IT services across three plants, with a growing priority on systems and on the ERP project.

    The challenge

    Keeping three industrial plants available while the company’s main business system is being migrated.

    • I support the IT services of 3 plants (SP/PR/PE), serving around 285 users and workstations, focused on availability and service continuity.
    • I maintain tier 1–2 support, the ManageEngine help desk and the Microsoft environment (AD/M365), today with an increasing priority on the systems area and the ERP project.
    • I monitor the environment with Zabbix and Grafana and handle alerts before they turn into outages.
    • I attend the business training sessions in preparation to support the new ERP in the Focco to SAP migration.
    • I lead continuous improvement projects that eliminated rework and recurring tickets across business areas.
    • I build reports and automations that replaced manual tasks and sped up decisions for the user areas.

    The role shifted the axis of the work: from fixing what already broke to preventing the break. With the environment instrumented in Zabbix and Grafana, the alert arrives before the user does — and what would have been an incident becomes scheduled maintenance.

    In parallel, this is the period when systems started to outweigh infrastructure in my routine: I attend the business training sessions in preparation to support the new ERP in the Focco to SAP migration, and I turn manual work into reports and automations so that business decisions no longer depend on someone double-checking by hand.

    • Zabbix
    • Grafana
    • ManageEngine ServiceDesk Plus
    • Active Directory / GPO
    • Microsoft 365
    • Oracle
    • SQL
    • PL/SQL
    • Focco
    • SAP
  2. Dec 2023 — Jul 2025 · 1 year and 7 months

    Senior IT Assistant

    Grupo Umaflex — Multi-site manufacturer — SP · PR · PE, Brazil

    Tier 2/3 support for ERP and MES, in-house development and Microsoft environment administration across three plants.

    The challenge

    Handling the advanced support volume without the same problem coming back — and proving every diagnosis with data rather than impressions.

    • Provided advanced (tier 2/3) support for the ERP and MES, handling an average of 20 tickets per week with troubleshooting and root cause analysis.
    • Built more than 50 management reports (tax, sales, procurement, production planning, finance) via SQL and PL/SQL queries on the Oracle base — most of them absorbed into how those teams make decisions.
    • Implemented the product labelling system and the load picking project, sharply reducing loading and delivery errors, including team training and rollout follow-up.
    • Installed tablets at production stations for shift leaders to consult indicators.
    • Administered Active Directory (GPO), around 200 Microsoft 365 licences, Entra ID and Exchange Online across the 3 plants.
    • Developed and maintained the corporate intranet (PHP/JS) — announcements, system access, phone extensions and the cafeteria menu, centralizing internal communication.

    This is the densest period of the journey and the one that defined the professional I am today. Advanced support for the ERP and MES forced me to stop treating symptoms: at around twenty tickets a week, only root cause analysis actually shortens the queue.

    It is also when the database stopped being the DBA’s business and became my main tool. The queries I wrote to diagnose turned into deliverables — more than fifty management reports that today support decisions in five different areas of the company.

    And it is when I left the IT room. Product labelling and load picking are shop-floor projects: they require understanding the process before the system, training the team and following the rollout until the routine holds without me.

    • Oracle
    • SQL
    • PL/SQL
    • PHP
    • JavaScript
    • Active Directory / GPO
    • Microsoft 365
    • Entra ID
    • Exchange Online
    • Focco
    • MES
  3. Jun 2022 — Dec 2023 · 1 year and 6 months

    Junior IT Assistant

    Grupo Umaflex — Multi-site manufacturer — SP · PR · PE, Brazil

    My first job in IT, while finishing university: tier 1 support for around 285 workstations across three plants, and help desk operation.

    The challenge

    Absorbing the tier 1 volume across three plants while, at the same time, attacking the cause of the tickets that kept coming back.

    • Provided tier 1 support for around 285 workstations across the 3 plants, ensuring availability of hardware, software and printers.
    • Operated the help desk in ManageEngine (ServiceDesk Plus): logging, categorizing and resolving tickets within the support workflow.
    • Built out the help desk knowledge base, with manuals and resolution articles that reduced repeat tickets.

    The starting point — and my first job in the field, taken while I was finishing the technologist degree in Systems Analysis and Development at FATEC. Handling tier 1 across three plants teaches you very quickly the difference between urgency and priority, and how to recognise a pattern: one ticket is a ticket; the same ticket five times is a process that was never properly resolved.

    That reading is what led me to build out the help desk knowledge base. Documenting a resolution is not bureaucracy: it is the cheapest way to take volume out of the queue and to make support less dependent on who happens to be on shift.

    • ManageEngine ServiceDesk Plus
    • Windows Server
    • Active Directory
    • Microsoft 365
Certifications and education

The formal foundation behind the practice.

A degree in systems analysis and development, a postgraduate specialization in management systems with a focus on SAP, and certifications in the platforms I support.

Education

Certifications

  • Completed

    Oracle Database Design

    Oracle

    The formal foundation of what I do most: understanding the data model before querying it. That is what separates a query that answers the question from a query that merely returns rows.

  • Completed

    SAP BTP Developer

    Megawork Consultoria

    Extension and integration on the SAP platform. Chosen because of the ERP migration under way: whoever supports SAP needs to be able to discuss customization, not just report it to the vendor.

  • In progress

    ITIL 4 Foundation

    Formalizing the service management vocabulary I already practise: incident, queue, categorization, SLA and continuous improvement. A well-named process is a process that does not depend on who is on shift.

Contact

Shall we build better solutions?

If you are looking for someone who understands application support, ERP, databases and automation — and who speaks the language of the business — it is worth a conversation.

Mogi Mirim · SP · Brasil I usually reply within the same business day.

Or download the résumé as PDF

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