Ana Claudia Menezes

Atuação na operação e condução de projetos estruturantes e otimização dos serviços de TI, em uma operação de alta complexidade com 78 hospitais. Principais entregas: - Implantação do ServiceNow ITSM, incluindo reestruturação do catálogo de serviços, configuração dos fluxos e treinamento completo das equipes; condução do plano de comunicação da nova plataforma. - Evolução do processo de Gerenciamento de Mudanças, com escrita da normativa corporativa, implantação de mudanças padrão, treinamento das equipes e aprimoramento das métricas e dashboards de governança. - Implantação do Gerenciamento de Problemas, com criação da normativa, estabelecimento de fóruns com áreas críticas, priorização estratégica dos planos de ação e redução relevante de incidentes recorrentes; capacitação das equipes em análise de causa raiz. - Planejamento e implantação do novo modelo de Service Desk, com criação da célula de atendimento remoto, integração com o suporte local e absorção do escopo de N1 anteriormente realizado por N2, aumentando capacidade de atendimento e reduzindo ociosidade. - Construção da base de conhecimento do Service Desk, garantindo padronização, escalabilidade e suporte ao novo modelo de atendimento. - Contribuição direta para aumento da maturidade ITIL, padronização dos processos e fortalecimento da governança dos serviços de TI da Rede.

Responsible for ensuring the delivery and IT service quality as a primary contact point for over 15,000 total IT users in all areas of the organization. Lead a team of 4 supervisors and 70 vendors while managing a budget of over 30MM annually in OPEX. - Manage multiple outsourcing contracts for Service Desk, Field Service and IT Equipment such as computers, printers and cell phones. - Create action plans for delivery issues based on end user surveys and feedback. - Prepare and present IT delivery results for the business coordinators, managers and directors in a timely manner. - Report the delivery metrics and SLA’s results to IT managers and governance. Notable Achievements: - Service Now: Lead overall process for the implementation from the platform choosing, project budget approval, design, implementation and support post implementation. The portal implementation reduced 50% of Service Desk phone calls. - HaaS: Designed the new model of purchasing IT equipment. This initiative brings change to 100% of EOL IT equipment, increasing the end user productivity and reducing the average time to response by 20%. - Chatbot: Spearheaded the overall implementation from platform choosing to the pos implementation support. The chatbot tool reduced 15% of Service Desk phone calls. - Cyber Attack: Restored all computers affected by an average of 10% of the total and implemented additional tools necessary to protect 100% of the computers. Coordinated the field service team and communicated the progress to the technical team and to the end users, managers and directors. - Pandemic: Delivered the equipment to ensure the continuity of core business.

Responsible for the 1st level infrastructure support team, application of RDMs in production and development environment; revocation of accesses in Active Directory and execution of backup routines. Also responsible for the 1st level of telecommunications incidents and for performing escalations and opening calls with telephony operators. Responsible for the approvals of RDMs in the change committee (TAB/CAB) and for the technical evaluation of the changes in order to guarantee the stability of the environment and the correct execution of the activities.

Responsible for managing Service Desk and Field Service provider, monitoring call indicators and reporting to the corporate BSC. Main Deliverables - Conducting the RFP Service Desk - Changing the Service Desk and Field Service provider (Transition and stabilization of the service) - Implementation of integration for password reset by the URA - Knowledge base migration - Participation in the implementation of printing outsourcing

Responsible for building relationships with local cross-functional peers as the lead contact to help develop process improvement within the Global Service Delivery department. - Oversaw team development and forecasted training needs for various areas to ensure high function and continual growth. - Provided mentorship and increased work competencies of direct reports. - Planned and coordinated several projects from start to completion. - Identified process improvement opportunities that led to higher team performance.

Responsible for ensure the delivery for Service Desk and Remote Support services, performing the maintenance of the knowledge base, evaluating the quality of calls, evaluating the performance of N1 analysts, controlling frequency, scale, feedback, participating in selection processes and conducting technical training . User satisfaction analysis and development of an action plan to address dissatisfaction. During this period I participated in the GDF project, using the Lean / Six Sigma methodology to analyze the ASIS and design the TOBE of several IBM clients, identifying waste and using Lean levers to structure process improvements.