Does your company rely too heavily on key individuals? Do departments work well in isolation but hit blockers when they need to coordinate? Does information fail to flow and do processes depend on calls or undocumented knowledge?
I help identify those friction points and turn them into prioritised, executable improvement initiatives.
I have over 20 years in complex technology environments: data analysis, cloud, transformation projects. That experience taught me to read organisations from within: how information flows, where bottlenecks concentrate, what prevents teams from coordinating.
I now apply that perspective to help organisations understand how they really work, identify where to improve, and design viable initiatives. My advantage: I understand both languages — business and technology — and know how to translate between them.
I am currently working on a process diagnosis for a family-owned construction materials distribution company, focusing on cross-department coordination and improvement proposals for management.
I work with executives who know something isn't working well internally, but aren't sure exactly where or how to tackle it.
I analyse how work actually flows between departments to identify bottlenecks, critical dependencies and improvement opportunities that aren't always visible from the inside.
Direct observation, team interviews, process mapping and friction point analysis.
I design initiatives aimed at simplifying processes, improving cross-team coordination and making day-to-day execution easier.
Concrete, prioritised proposals adapted to what the team can actually implement.
I turn the diagnosis into an action plan with clear phases, owners and metrics, and support implementation so that changes stick.
When the project involves technology, I act as a bridge between technical and business teams so that the implementation doesn't get lost in translation.
I don't just deliver a report. At the end of the diagnosis you'll have:
Organisational diagnosis in a family-owned construction materials distribution company with over 80 years of history.
The project began with a customer service focus. Direct observation revealed that the visible problems — incidents, delays, friction — were a consequence of how work is organised and how information flows between departments. The real challenge was one of processes and structure.
Direct observation in store, warehouse and call centre; interviews with managers; process mapping; identification of bottlenecks and dependencies; improvement proposals for management.
Approach: understand first how work is actually done. Propose afterwards.
Web tool that processes PDF documents, extracts data lines and exports them to Excel in a structured, ready-to-use format. Built in Python and Streamlit, deployed on Streamlit Community Cloud.
An example of applying technical capability to a specific operational problem: identifying a repetitive task and building a lightweight solution that eliminates it.
Over 20 years in technology, data and project management. A track record now applied to organisational diagnosis and process improvement in mid-sized companies.
Diagnosis and improvement of internal operations at a family-owned construction materials distribution company. The work starts from direct observation and interviews to understand how work is actually done, before proposing solutions.
Technical role in data and cloud projects with a strong coordination, process documentation and client follow-up component.
Over 20 years in data analysis, technical project coordination and acting as a bridge between business and technology teams in sectors including media, innovation and asset management.
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Combining project management with a solid technical foundation.
Specialisation in Digital Project Management with focus on agile methodologies, team leadership, organisational change management and value delivery in digital transformation projects.
Advanced data analysis, business-oriented visualisation and data-driven decision making. Practical application of analytics to drive digital transformation.
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I don't start by proposing solutions. I start by observing.
I listen to people. I analyse how work flows between departments. I identify dependencies, bottlenecks and critical knowledge that isn't documented.
Only then do I propose changes — concrete, prioritised and adapted to what the team can actually implement.
If your organisation is growing and coordination problems between teams are starting to appear, I'd be happy to talk and analyse the situation together.
You can also write to me directly at: info@rosaliacontrerasmoreira.com
💼 LinkedIn: linkedin.com/in/rosaliacontrerasmoreira
🌐 Web: rosaliacontrerasmoreira.com
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