“Metavers will speed up the personalization of advertising,” says Auana Mattar, CIO of TIM – Business Age

“Metavers will speed up the personalization of advertising,” says Auana Mattar, CIO of TIM – Business Age

Auana Mattar, CIO of TIM (Photo: TIM Disclosure)

Auana Mattar, information director of TIM (Photo: dissemination)

Auana Mattar was hired as IT Coordinator by TIM in September 2001, three years after the company began operations in the country. “At the time, we occupied four tables in an office and wrote documents for the procurement of prepaid, postpaid and interconnection platforms,” ​​recalls Auana, a graduate in Data Processing and a graduate in Strategic Information Management from the UFMG (Federal University of Mines). Gerais), in addition to training in New Ventures Leadership at MIT, High Performance Skills at London Business School and an MBA from Coppead.

Over the next 18 years, the executive held various leadership positions, including Data Warehouse and Business Intelligence Executive Manager, Consumer Market Executive Manager and Digital Transformation Director. At the end of 2016, he returned to the field of computer science, and in 2019 he became CIO (Chief Information Officer). For Auana, growing together with the company meant an opportunity to follow the evolution of the market and the change in customer behavior.

“Brazilian consumers are very open to innovation, but only when it makes sense to them. So we had a chance to try a lot of things on the market,” she says. (EWiT), an event taking place today in Rio de Janeiro, promoted by the American software consultancy Avenue Code.

Take a look at the main excerpts from the interview given by Auana Mattar BUSINESS SEASON.

CA-TIM is the first operator to initiate the migration of all data center 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. It was a good play. If we hadn’t done that, we would have had trouble buying equipment today, because there is a chip crisis in the world. Without this concern, I can focus my capital and resources on creating and connecting new services and content to expand our offerings and provide more customer convenience. In addition, I have partners who are able to 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 will be able to reinvest it in innovation. The momentum was economic, but we have already reaped many benefits, such as improved call center service time and sales platforms.

It is a much more efficient investment. Before, I bought the server and the machine crashed, with the system enabled or not. Today, I use a practice we call “finops.” When I start managing infrastructure in the cloud, it’s like I’m managing a taximeter. We already have 55% migrated. Our plan was to finish by the end of 2023, but we should complete the first quarter of 2023. The dismantling of data centers will follow an audited process that is compliant and compliant with ESG standards.

CA – You mentioned the pandemic as an accelerating factor. In fact, mobile was one of the main forms of communication during this period, and people began to use more and more data, with video calls and applications. How have these two years affected the business?

Auana Mattar – The last two years have been very difficult for the world. But when we look at the technology, they were very positive. We were able to take advantage of and accelerate many things that would otherwise take years to implement. One of the newcomers, 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 did not know each other personally, using agile methodologies and experimenting with customers.

The telecommunications market has also been transformed from a formal point of view, as it has moved to a basic service position. We are part of a highly regulated sector, so there was already a charge for the quality of service and care, as well as the quality of connectivity itself. But we never put ourselves on the same level as water and electricity, which are very basic sectors. And now they see us that way. Therefore, I believe that there has also been a transformation in this regard.

CA – The telecommunications industry is historically known for its high number of complaints. How has TIM been using technology to meet consumer demands?

Auana Mattar – Technology has come a long way in recent years, but nothing will work without the intervention and intelligence of a person behind the decisions. Obviously, today, in order to cope with the amount of data I have, I need help, so I’m using the Google APIs, which are ready. We use it to define, for example, a more interesting segmentation of propensity to purchase a product. But everything that involves ethics and creativity is done by people.

We want TIM to be Brazil’s most beloved operator in 2023, and that depends on humanity and empathy. We talk about it 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 is friction with the customer, because there are many expectations. The customer wants to feel connected, but also wants to be cared for in a humane way. The challenge is the intense use of technology with the creation of humanized relationships.

CA – In addition to the Tais virtual assistant, in what other areas does TIM use artificial intelligence (AI)?

Auana Mattar – There are four areas. The first is customer service. In the case of Tais, there is a curatorial team that analyzes the results and adjusts and optimizes the assistant to better serve customers. In the service office, we use a lot of bots and AI to process orders and processes faster, as in the case of account clearing, installation scheduling, and repairs. In the field 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 partnerships. One example of this use is collaboration with Ampli, an online education platform. What we do is use artificial intelligence to create something relevant to a certain group of people.

CA – With the purchase of Oi, TIM will increase its customer base by at least 16 million. Did you have 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. Since we had already chosen to go to the cloud, last year we accelerated all the most critical platforms to receive customers. We will not bring any system Oi 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.

CA – And how do you plan to build a relationship with these new customers, from another operator?

Auana Mattar – There is an institutional communication process, in addition to all our service channels, such as the stores themselves. Customers will be notified and the migration will take place over a period of time, not a big bang. We’ve been working on this in IT for a long time and now it’s time for the truth, which is execution. The focus is on excellent execution, to ensure that the customer has all the advantages offered by the operator.

CA – Where do you focus your efforts and investments when it comes to innovation?

Auana Mattar – If we talk about budgeting, it is clear that there is a focus on technology and networking. Here in the computer area, there are always a lot of new things, and we always go a few steps ahead to make it easier to execute. When a new service technology or a new media channel appears, the communication area is attentive to it, the HR itself, with all the market movement that is taking place, takes care of updating programs to train talent. When they started talking about ESG and diversity, we already had these areas here. Thinking about innovation is part of the culture.

CA – Many companies are still figuring out how to position themselves in the metaverse. What is your perception of technology and how do you plan to use it in your business?

Auana Mattar – Metavers already exists in games like Minecraft and Fortnite. The difference is that in the future there will be several metaverses. When it comes to technology, the advantage is that there can be a lot of customization. Suppose we campaign within a game or program. We may have two people watching the same program, but they receive different ads, which have a context based on that consumer’s preferences. It must make sense, it can’t be free. So the metaverse is something that will create value, just like the Internet. But I don’t think anyone lives in the metavers. I hope not.

CA – In your career, what do you still have to conquer?

Auana Mattar – My career was not based 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’m thinking about how I’m going to evolve, what careers can be combined with that, what needs will arise. My ambition is to keep growing, learning and staying active in the market for many years.

CA – What buzzword, catchphrase, or corporate cliché you can’t stand to hear anymore? Because?

Auana Mattar – “We do the digital transformation.” The digital transformation has already taken place. What we need to do is accelerate, transform our mindset. The only certainty we have is that of constant change. I love the change, but I know it can be awkward. But you have to have that look of looking for new things, of doing different and better. I don’t believe in comfort zones and I avoid them in all areas of my life.

CA – What was your best career decision? And the worst decision?

Auana Mattar – The best part was when I agreed to go to TIM Marketing, even though I felt an absurd fear. It wasn’t my specialty, I’m a tech person. It was a difficult time for the company, around 2012, and we turned around. It was amazing, I had a really nice experience and today I have another footprint with the team.

CA – And the worst decision?

Auana Mattar – The worst was, perhaps at the beginning of my career, when I made a decision that was somewhat influenced by more conservative standards. My father worked for a mining company and he wanted me to work for a big company too. 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 regret it, but maybe it was a bad decision.

CA – What is your best habit? And the worst habit?

Auana Mattar – My best habit is to do yoga. the worst thing is to be workaholic (laughs), but I don’t consider it a bad habit because it makes me feel good. A bad habit may be to sleep too little. Because my kids take classes in the afternoon, they take a long time to go to bed, so I take wheat too, but I always get up early. This is bad because the body does not rest as much.

CA – What book have you read lately that you liked?

Auana Mattar – I will cite two of Marty Cagan’s, “Inspired” and “Empowered.” I’m also a big consumer of series, so I could say several, but the two most recent ones I’ve liked are “Succession” and “Breakup”.

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