Ana Viani

Responsible for the role P&L within South America organization (Brazil, Argentina, Uruguay, Colombia and Chile). In this role I was responsible for the role operation that includes sales and delivery activities, cost control, also role portfolio strategy. The main achievements were: • Deliver the budget for all metrics • Improve portfolio strategy • Implement lean processes and lean organization • Bring new customers

Reporting directly to the general manager of Latin America, I was responsible for the Pre-Sales and Sales Operations organizations (direct reports: 4 managers, 35 employees, 10 contractors and 4 trainees). My mission was to make the sales volumes and profits grow, to win opportunities, develop business, increase sales performance, also enabling and leveraging the development of the team. Main activities: • Deliver high complex projects related to UC (Unified Communication), cloud computing, SaaS, Data and Security infrastructure and Outsourcing; • Align customer needs and expectations, defining the best technological approach to support their business; • Drive efficiency in team management through Key Performance Indicators (KPI’s); • Implement standard bid processes optimizing the organization, increasing quality and productivity (hit rate, capture rate); • Leverage Effectiveness in Sales through continuous monitoring of sales reports and forecast, performance monitoring, opportunity management rules and processes; • Sales Performance & CRM Manager: Continuously Sales Effectiveness KPIs, Pipeline Management & Dashboards optimization, CRM Administration, Set-up/Roll-out. • Setting and monitoring sales incentive campaigns.

Reporting directly to the Latin America General Manager, the main goal was to develop and implement a governance office, aiming to create a sustainable organization and a profitable business. Main achievements/activities: • Improvement of the order intake process, reducing 50% on the total time of execution; • Implementation of the new global offering tool (Smart Offer), bringing several benefits for sales and pre-sales team (automation, traceability) and also, reducing the back-office workload; • Implementation of the new channel quotation/ordering tool (GYP-Get your price tool), increasing presales efficiency and also reducing the ordering process for channel orders (90% of satisfaction for the users after the implementation); • Implementation of the new lead management process optimizing marketing process, bringing more control and better evaluation of each lead; • Business reporting, strategic planning and presentations to the HQ’s

Responsible for defining and implementing sales polices and sales systematic, leverage effectiveness in sales through continuous monitoring of sales reports and forecast, performance monitoring, opportunity management rules and processes. Also, responsible for managing, maintain and control the different tools used on sales and ordering processes (CRM tool, offering tool, and ordering tool). Guarantee alignment between all value chain from sales to after sales processes. Main Achievements: One of the main achievements was the implementation of the new CRM tool (Salesforce.com) for all Brazilian sales team (9 sales branches, more than 100 users). This implementation also involved the revision of all sales management process, account mapping and account planning. The challenge was not only the tool itself but the required cultural change for the entire sales team and sales management, to absorb the new mind set. The training approach and also the follow-up systematic implemented were key factors for the success of this initiative. Other important project was the "Book-to-Bill" project, that had the purpose of align and improve the total time between ordering booking and the billing, through the implementation of new tactics to measure and track the process, definition of rules and responsibilities and some small changes on tools that supports this value chain. The final results were 30% reduction on the total lead time.

Management responsibility for a new department (5 employees) created to start-up the new service’s business (outsourcing, managed services). Main activities developed: •Structuring of the new department (processes, management systematic, controls and KPI’s); •Development, together with Marketing team, business cases and training programs to sales and pre-sales team; • Practice business review meetings in order to leverage team expertise and knowledge sharing.

Management responsibility for a governance office (4 employees), with the main goal of increase quality, profitability and productivity on the end-to-end value chain (from sales phase to the end of implementation phase) for telecommunication projects for the Siemens Enterprise unit. One important achievement was a Project Award in 2004: recognition for the implementation of new project management governance (PMGuide), awarded during the annual sales convention.