Ana Paula Serafim

I lead a team of 70 professionals (including direct reports, hubs, and partners), responsible for studying, defining, implementing and sustaining technology solutions and projects for agriculture, industry, logistics, commercial, human resources, finance, shared services center, and M&A, managing a relevant and strategic portfolio for the business. For 1.5 years, I led a team of 90 people working across various technologies, projects, and business areas. This included digital products, analytics, internally developed solutions by the software engineering team, and ready-to-use solutions (technology benchmarks). All solutions were aligned with the company’s IT architecture and information security requirements. Project management followed PMBOK methodology, and agile delivery management was conducted using SCRUM and KANBAN frameworks. I also managed key performance indicators and financials (OPEX and CAPEX).

I led a team of 40 professionals (including direct reports, hubs, and partners), responsible for studying, defining, and implementing technology solutions and projects for agriculture, industry, logistics, terminals, transportation, and M&A, managing a relevant and strategic portfolio for the business and digital transformation. I was also responsible for the maintenance of these solutions and financial management (OPEX and CAPEX). The solutions included technologies from leading partners as well as internally developed ones by a software engineering team. All solutions were focused on innovation, efficiency, and enhancing the company’s competitiveness in the market. Project management followed PMBOK methodology, with key performance indicators used for monitoring.

I led a team of 30 professionals (including direct reports, hubs, and partners), responsible for studying, defining, implementing, and maintaining technology solutions and projects for logistics, terminals, and transportation, managing a relevant and strategic portfolio for the business. I was also responsible for financial management (OPEX and CAPEX). The solutions included technologies from leading partners as well as internally developed ones by a software engineering team. All solutions were focused on innovation, efficiency, and enhancing the company’s competitiveness in the market. Project management followed PMBOK methodology, with key performance indicators used for monitoring.

I led a team of 30 professionals (including direct reports, hubs, and partners), responsible for studying, defining, implementing, and maintaining technology solutions and projects for logistics, terminals, and transportation, managing a relevant and strategic portfolio for the businesses of Cosan and Rumo. I was also responsible for financial management (OPEX and CAPEX). The solutions included technologies from leading partners as well as internally developed ones by a software engineering team. All solutions were focused on innovation, efficiency, and enhancing the company’s competitiveness in the operations. Project management followed PMBOK methodology, with key performance indicators used for monitoring.

SAP consultant for LES, SAP Transportation and SAP SD, working on “as-is” and “to-be” process mapping, SAP ECC configuration, unit and integration testing, cutover, and go-live. Technology functional analyst for logistics operation systems. Responsible for requirements mapping, functional documentation, proposal and contract analysis, test mapping, validation, and solution delivery for the company’s business units

Logistics analyst responsible for managing and monitoring transportation, inventory, and sugar delivery activities at terminals and ports. Activities with carriers, loading operators at mills, and unloading operators at terminals and ports. As a highlight, I was responsible for developing a management and visibility tool for the sugar export logistics operation, aimed at leadership. I was nominated for the role of SAP key user for LES and SD modules in the SAP ECC implementation project for the company, where I worked for 12 months

Development of strategic skills to link Information Technology to the company’s internal and external environments, leading digital transformation and evaluating the value of investments in technological innovation.