Alessandra Ebram Alvarenga Garrido

- Structuring project governance focused on the implementation of solutions using artificial intelligence, fostering integration between Strategic PMO, Information Technology, and Digital Processes, with emphasis on compliance, operational efficiency, and alignment with organizational strategic goals. - Execution of prioritization of digital automation initiatives based on the company’s strategic pillars, cost analysis, and value generation potential, contributing to more assertive and results-driven management. - Management of the digital automation project portfolio, involving technologies such as BPMS, RPA, and AI, driving digital transformation and process optimization, with leadership of a multidisciplinary team and collaborative engagement across departments.

- Expansion of scope with the incorporation of the Order to Cash project area and integration of AI into automation projects with RPA, expanding the team to 20 people. - Coordination of projects focused on regulatory compliance (TISS/ANS), reduction of financial losses (disallowances and billing), and improvement of efficiency through automation and systemic developments. Application of best practices in backlog management to prioritize high value-added initiatives. - Management of the implementation of an automated AI call center at CSC HR, with a reduction of more than 50% in operating costs and increased internal user satisfaction. - Creation of indicators (% automation and cost per final delivery) to support the prioritization of RPA and AI projects in CSC areas. - Management of information security and sustainability risks in systemic automation, ensuring compliance with corporate and regulatory guidelines (Brazilian General Data Protection Law).

- Leadership of a multidisciplinary team of 15 professionals (interns, analysts, specialists, and developers), working on process automation initiatives via RPA, tactical technology projects for the CSC, and development of strategic indicators for the board of directors. - End-to-end management of automation projects via RPA, including: identification of opportunities, mapping of the current process (AS IS), design of the future process (TO BE), financial feasibility analysis, approvals (budgetary, technical, and security), development, implementation, and validation of results. Application of adapted agile methodology, with delivery of more than 30 projects/year and generation of more than R$2.5 million in annual financial gains, with ROI greater than 2. - Monitoring of automations in production, with analysis of planned vs. actual executions, optimization of machine use, support call handling, and periodic updating of gains. This action contributed to more than doubling the value validated by customers and minimizing acquisition costs. - Conducting tactical projects at CSC, such as the discontinuation of SAP SuccessFactors and implementation of new solutions for the Hire to Retire flow, ensuring operational continuity and reducing licensing costs by more than R$1 million. - Active participation in CSC's annual CAPEX budget planning, supporting the prioritization of investments based on strategic demands, operational goals, expected returns, and regulatory requirements.

- Leadership of strategic projects for centralizing areas at CSC, conducting all stages—from identifying opportunities to board approval, planning, execution, and measuring results—with a direct impact on service efficiency and scalability. - Conducting detailed process analyses (AS IS) and proposing optimized models (TO BE), with a focus on standardization and automation, resulting in increased productivity, reduced costs, and improved service levels. - Acting as a link between technical and operational areas, ensuring deliveries aligned with business needs and contributing to the continuous improvement of corporate processes.

- Structuring processes and metrics for efficient management of internal and external projects, ensuring monitoring from commercial negotiations to final delivery with visibility of critical points for the presidency. - Management of PMO analysts and data analysts, promoting synergy between planning, control, and project intelligence. - Creation of executive dashboards to support decision-making on shared resources — such as hiring, terminations, license and equipment acquisitions — based on the demands of ongoing and pipeline projects. - Conducting institutional presentations for potential clients (such as Boeing and Mitsubishi) and specialized audit teams, strengthening the company's image and confidence in its processes. - Worked on the integration of processes, culture, and systems during the incorporation of Opto, Equatorial, and Troya, ensuring alignment with project management practices. - Participated as a key user of the project management module in the ERP system replacement project, contributing directly to the definition of requirements, testing, and validation of the solution.

- Structuring and managing a micro-enterprise focused on handmade products, working on all fronts: accounting, product development, production planning, and pricing. - Developing and implementing an online sales channel via the company's own website and WhatsApp, including delivery logistics—a pioneering solution in the region at the time, which expanded the brand's reach and improved the customer experience. - Participated as an exhibitor at the weekly organic fair at Parque Vicentina Aranha for a year, after winning a public tender from the São José dos Campos city government, strengthening the brand and expanding the local customer base.

- Optimization of resource sharing and monitoring of physical progress of projects, ensuring deliveries adhere to agreed deadlines and minimize costs. - Creation of benchmarks for evaluating project performance and progress for ASAP action. - Conducting regular meetings with clients, strengthening relationships and aligning expectations.

- Management of regulatory compliance projects and implementation of new production line supply strategies. - Definition of packaging and devices for new products, contributing to logistical efficiency and cost reduction.

- Management of discontinuation of suppliers in insolvency, with coordinated actions between engineering, purchasing, and processes. - Creation of A3 analyses for investigating quality failures and reporting indicators for decision-making. - Updating and reporting of process quality indicators and monitoring of related actions.

- Development of automation and quality projects using A3, contributing to operational improvements. - Preparation of process sheets for standardization of operations.

- Economic analysis of industrial water reuse projects, focusing on sustainability and cost reduction.