TIM Brasil

Auana Mattar

Enterprise Strategy Shaper

Auana Mattar, CIO of TIM Brasil, who has led multiple departments over the past two decades, emphasizes: “No business decision can be separated from the technology that enables it”.

In 2020, I presented to TIM Brasil’s board a business case unprecedented not only within the company but across the telecommunications industry: migrating 100 percent of the company’s data centers to a multi-cloud model—without disrupting operations that generate billions in revenue and serve tens of millions of customers.

I reached this point after nearly 25 years with the same company—a rarity in tech and a competitive advantage. I began my career at Maxitel in 1998, later acquired by TIM, as a systems coordinator in Salvador and Belo Horizonte. Before that, I worked at Samarco Mineração as a senior analyst. My journey across areas—from Business Intelligence to Big Data, from Analytics to CRM, and from Marketing through Digital Transformation to CIO—was not predesigned. It resulted from delivering concrete results at every stage. Opportunities emerged as results created visibility: each transformation opened the door to greater challenges. I learned the most effective way to expand one’s scope is to deeply understand the context and solve problems no one else has solved.

The Journey to Cloud project, approved in 2020 and completed in 2024, positioned TIM as the first company in Brazil—and first telco in the Americas—to migrate 100% of workloads to the cloud, with Oracle, Microsoft, Huawei, and Google as partners. The initiative delivered a 30% reduction in IT infrastructure TCO, with gains in speed, governance, and scalability—building a foundation for subsequent strategic moves.

In 2022, I contributed—through technology—to the largest M&A deal in telecom history: TIM’s acquisition of 16 million Oi customers over 12 months, ensuring a smooth transition. In parallel, we migrated and fully integrated all data into TIM’s systems through a rigorously governed strategy. When people speak of integration complexity, this is a reference case.

Artificial Intelligence As A Driver of Strategy

We have worked with AI since 2015, focusing on network quality and customer experience. The end of 2022 marked a turning point: generative AI redefined what is possible, and we responded with speed.

From the start, our Gen AI—and now Agentic AI—model has been aligned with strategy: no scattered experiments or pilots that cannot scale. The principle is to generate real value for customers and shareholders, embedding governance, security, and economic sustainability from the first use case. We work with leading technology providers who co-develop solutions tailored to TIM’s scale.

We identified over 100 AI use cases across areas—from operations to customer relations, IT and Legal—with 24 pilots underway and others scaling. TAIS, our virtual assistant, manages end-to-end call center interactions with over 90% accuracy, increasing customer satisfaction by 16%. An AI copilot reduces service time by up to 30% in specific shifts. Predictive analytics across the network reduced failure-related interventions by 15%. These results directly impact customer experience.

  Digital transformation is not about technology. It’s about linking technology to the business model and the customer experience. Without that, it becomes a cost.   

In December 2025, we extended our partnership with Oracle for five years, focusing on Agentic AI. The first agent at scale—the Account Agent—compares invoices, explains discrepancies, and resolves billing inquiries autonomously. In the pilot, it reduced service time by 18%. A personalized agent that understands every account detail and delivers a fully digital, frictionless experience is what we aim to scale—enabled by Agentic AI with strategy and governance.

I believe AI is not just technological evolution—it’s a structural transformation in how organizations operate and decide. Implementing it because it is trendy doesn’t deliver results. Implementing it to solve specific problems, with metrics and governance, generates impact. The CIO’s role is to ensure AI sits at the center of strategy and leadership is prepared to think differently. In this spirit, in August 2025, I attended MIT’s Artificial Intelligence for Executives program—not as a formality, but as a necessity.

Cloud migration, Oi integration, digital channel acceleration, in-house e-commerce development, and AI adoption were not isolated initiatives. Together, they built the technological foundation for operational efficiency. Technology is not only part of the innovation roadmap; it also shows up on the balance sheet.

Diversity As a Competitive Advantage

Being a woman in tech leadership still breaks industry norms. Rather than focusing only on representation, I emphasize results. Inclusive teams make stronger decisions because they reflect market complexity. This led me to mentor startups and serve as an ambassador for Web Summit Rio 2025, while actively supporting women in tech and AI.

Every result we delivered shares a common denominator: a team aligned in purpose. Transformation requires cohesion—not hierarchy, but shared goals without ego. What matters is each person performing at their best in the service of something greater. This is the culture I promote, practice, and demand.

Curiosity As A Driver

My greatest defense against immobilism has not been courage—it’s been curiosity. The desire to understand change before it imposes itself has kept me moving when standing still would be easier. I see change as a fact, not a threat, and within disruption, I look for opportunity.

"Seizing the moment—recognizing the right time and acting on it—has always shielded me from the pitfalls uncertainty creates.”

These pitfalls are real: fear of mistakes, paralysis in the face of complexity, and waiting for more data. All can be rational and fatal for those leading the transformation. The antidote is not the absence of doubt, but turning uncertainty into action quickly, before the window closes. This was the case with cloud, with AI, and will be the case with what does not yet have a name.

I don’t make predictions about technology. I prefer to learn it as I build it—with impact on the bottom line and in people’s lives.