diff --git a/ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md b/ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
index b71678a..b75493b 100644
--- a/ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
+++ b/ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
@@ -107,7 +107,7 @@ As it went through each step, it was tested and improved until it finally reache
 the production environment. At this point we got back to the first stage to release
 more new code.
 
-### Automated tests
+### Automated Tests
 
 The SPB portal consists of more than 10 integrated software projects and each
 of them, as well as the entire platform, had to be tested. These software
@@ -124,7 +124,7 @@ by either a test error or coverage reduction below a certain threshold, the
 pipeline stopped. Only when all tests pass, the pipeline proceed to the step of
 preparing the release.
 
-### Preparing a new release
+### Preparing a New Release
 
 A SPB Portal release was composed of all its software components releases. Each
 software component release was a git tag that referred to a specific feature or
@@ -195,7 +195,7 @@ accelerated time to market, building the right product, productivity and
 efficiency improvements, reliable releases and better customer satisfaction.
 Working with the government, we noticed the following additional benefits.
 
-### Responsiveness to change
+### Responsiveness to Change
 
 Responsiveness was one of the direct benefits of adopting the CD pipeline. The
 ability to react quickly to changes requested by the government was vital for
@@ -213,7 +213,7 @@ way, we always had something to show on meetings, reducing anxiety to get the pl
 project would last a little longer and they would not go looking for other
 jobs.
 
-### Shared responsibility
+### Shared Responsibility
 
 Before the adoption of CD, the development team could not track what happened to the code
 after its delivery, since government technicians were the only responsible
@@ -229,7 +229,7 @@ Additionally, developers worked to improve the CD pipeline
 to speed up the process of making available, in the production environment,
 new features for the platform.
 
-### Synchronicity between government and development
+### Synchronicity Between Government and Development
 
 Despite the positive impacts that the CD pipeline brought to the project, its
 implementation was not easy at first. The CD pipeline performance
@@ -244,7 +244,7 @@ This problem was softened when the analysts realized the impact of
 these delays on the final product and decided to allocate the revisions in its
 work schedule and to request the access to production in time.
 
-### Strengthening trust in work relationship with the government
+### Strengthening Trust in Work Relationship with the Government
 
 Continuous delivery was also a tool that helped to strengthen trust in the
 relationship between developers and government analysts, as well as between the
@@ -268,7 +268,7 @@ process from the government. That allowed us to survive into an unstable
 political scenario. However, we recognize that many challenges still need to be
 addressed by the industry and academia together.
 
-### Build CD from scratch
+### Build CD From Scratch
 
 Taking on CD responsibilities had a significant impact on the team. We did not
 have the know-how and had little time to come up with a working pipeline. The
@@ -282,7 +282,7 @@ out-of-the-box standardized CD pipelines would be of great help for
 inexperienced teams. Tools that track each step of the pipeline and organize
 logs in a human-manageable way are necessary too.
 
-### Handling inexperienced teams
+### Handling Inexperienced Teams
 
 After the developers learned how CD worked, it was difficult to pass the
 knowledge along to other teammates. We tried to mitigate this problem by
@@ -290,7 +290,7 @@ encouraging members to migrate to the DevOps team. We suggest further research
 on how to effectively spread knowledge across inexperienced developers in a high
 turnover scenario.
 
-### Overcoming mistrust
+### Overcoming Mistrust
 
 In the project's beginning we struggled with deployment issues in the government
 structure. We were in a paradoxical situation. The government demanded fast
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