Caterine Carrara

Reporting to the CFO Brazil and IT Director France (headquarters) • Management of systems and infrastructure areas in Brazil, with a team of 12 employees and 11 contractors; • Leadership of the systems support team focusing on SAP ERP and satellite systems such as PWCE (Sonda), Sofcom, and Triangulus, for tax solutions, Sales Center, BI QLIKview, among others. Application of ITIL methodology; • Discussion of best practices for processes associated with the ERP system; • Project management using the scrum methodology, combined with PMI and Kanbam procedures; • Responsible for factory and office infrastructure: network architecture and corporate security; • Security management and equipment updates between local servers, virtual machines, switches, and CISCO network equipment. • Responsible for IT asset inventory: use of SNIPE and CMDB tools with creation of reports in BI Qlik for equipment monitoring. • Management of telecommunications contracts, service desk, and new projects. • Negotiation with suppliers and contract analysis; • Definition of project portfolio and budget control; • Definition of the IT budget and projects associated with business areas. Highlights: - Project to upgrade SAP ECC6 EHP5 to EHP8 for Brazil and Colombia. Management of local team, consulting, and corporate infrastructure team. Direct reporting to sponsors in Brazil and France. Use of the PANAYA project management and testing tool to document processes for business areas. - Company merger project (Seb Comercial / Seb Industrial and Seb Serviços). Project management alongside the business and consulting through scope definition, definition of new commercial processes, engagement of sales and supply teams for minimal impact on customers. - Internalization of the Service Desk with a 40% reduction in costs. Creation of IT KPIs through ITSM tool reports. Implementation of metrics and call analysis through definitions according to ITIL.

Reporting to the General Manager Brazil and General Director of IT in the US (headquarters) • Systems and Infrastructure Manager Brazil: Health Care and Automation units (3 manufacturing plants, 2 distribution centers, and 3 offices). Implementation of ITIL methodology for better support and Shared Service management. • Project management using Scrum methodology, combined with PMI and Kanban procedures, using various management tools such as MS Project. • Negotiation with suppliers and contract analysis; • Definition of IT and Shared Service budgets; • Contact with global headquarters to define and prioritize new projects and improvements and Preparation of documentation for global headquarters for system changes. Highlights: - Management of the Senior WMS implementation project using a combination of PMI and Kanban project methodologies: definition of processes and scope with the business. Definition of the integration architecture between the system to be implemented and the JDEdwards ERP. Monthly report on the project for the Supply Chain team in Japan. - Management of the infrastructure implementation project for the new HealthCare factory in Jundiaí: Monitoring from the definition of suppliers, definition of network layouts, definition of network type, equipment, and Cisco technology, together with the corporate team in the US. - Management of the systems support team focusing on JDE ERP and satellite systems such as Ecomex and Synchro for tax solutions and legal reports. - Implementation of the Service Now tool in Brazil to replace the Remedy tool, following ITIL methodology. Synergy with the US corporate team to ensure a smooth rollout of the process.

• Management of ERP systems - JDEdwards, Mastersaf, Ecomex, Separation Line, and Carrier Contact System.