Diego Junqueira

Strategic leadership of a global SAP S/4HANA transformation program involving multiple Yamaha entities in Brazil, with strong collaboration with India and Japan teams. Executive-level engagement in strengthening program governance, restructuring strategic and tactical forums, integrating critical workstreams, and establishing clear decision-making, prioritization, and escalation frameworks. Definition, design, and approval of the global enterprise architecture strategy aligned with Clean Core principles, process standardization, digital core sustainability, and SAP global guidelines. Leadership of key structural decisions related to go-live strategy, operational continuity, and mitigation of critical risks associated with integrations, data, testing, and organizational readiness within complex industrial and manufacturing environments. Direct collaboration with IT leadership, business executives, and global stakeholders to harmonize technology and business objectives, ensuring predictability, clear accountability, and protection of business continuity throughout the transformation journey.

Restructured the corporate IT operating model, establishing governance, enterprise architecture, PMO, BRMs, CoEs, DMO, NOC, and SOC, increasing predictability and assuming direct responsibility for CAPEX and OPEX management. Led 160 employees and 700 external resources, defining roles, processes, contracts, and KPIs to ensure scalability, efficiency, and standardization across industrial and financial environments. Modernized critical contracts (RISE, multicloud, Enterprise Agreements, AMS), achieving cost savings exceeding BRL 25M. Led the global SAP S/4HANA transformation journey, implementing clean core, fit-to-standard, and API-first architecture, integrating multi-business operations with Ariba, IBP, Concur, EWM, and SuccessFactors. Built the digital structure for Financial Services (banking, consortium, and insurance), including Data Analytics, AI, RPA, digital products, ERP modernization, core banking migration, PIX functionality, mobile apps, postpaid freight, credit insurance, and consortium system modernization. Defined the corporate AI strategy, including governance, responsible use policies, reference architecture, executive and technical committees, ROI-driven prioritization, and use case implementation across industry, financial services, and supply chain. Achieved ISO and TISAX certifications, strengthening governance, compliance, and global security standards. Enhanced cybersecurity using ISF and NIST frameworks, covering identity management, vulnerability management, business continuity, and disaster recovery. Participated in over 10 national and international M&As, ensuring post-acquisition integration, governance rollout, infrastructure alignment, architecture standardization, and ERP implementations (S/4HANA/Public Cloud). Key results: +182% IT NPS, +300% project capacity, –98% lead time, +51% security maturity, >BRL 150M corporate ROI, and major cost optimization (projects reduced from BRL 2M to BRL 150K).

Served as Interim Manager leading the strategic restructuring of the IT Project organization, transforming governance and delivery models to increase predictability, operational efficiency, and business alignment. Implemented a hybrid operating model combining PMI, Agile (SCRUM), and Lean IT practices, focused on waste reduction, delivery quality improvement, and accelerated execution in a complex industrial environment. Key Deliverables and Impact 🔄 Established a hybrid governance model (agile and predictive), enabling strong integration between IT and business stakeholders. ⚡ Achieved an 89% increase in project execution performance, expanding delivery capacity without proportional growth in organizational structure. 📉 Reduced physical deviations by 61% and financial deviations by 67%, significantly improving control, predictability, and risk management. 🌟 Increased internal customer NPS by 71%, strengthening IT’s perceived value and strategic alignment with business objectives.

Corporate IT restructuring and consolidation, redesigning the strategic operating model into a hybrid approach (insourcing/outsourcing), combined with the segregation of IT into operations and project teams. Established ITIL and Lean Six Sigma practices within operations, alongside Agile and Lean Six Sigma methodologies in project delivery, resulting in a 35% reduction in IT costs and a 50% increase in delivery capacity. Led a team of 250 professionals across systems, infrastructure, security, middleware, and specialized solutions, structured between operations and project delivery. Managed the corporate technology portfolio, averaging 80 projects per year, ensuring CAPEX and OPEX budget governance and strong alignment with business strategy. Implemented and evolved information security capabilities, including policies, controls, SOC, identity management, business continuity, and modernization of data centers, increasing overall security maturity by more than 100%. Achieved a 90% reduction in operational downtime and significant decrease in incidents across production environments. Modernized corporate infrastructure and enterprise systems, enhancing resilience, stability, and support for 24x7 operations. Renegotiated strategic contracts and rationalized the technology portfolio, generating cumulative OPEX savings of BRL 36 million. Direct involvement in international technology initiatives across Latin America and the United States, ensuring governance alignment and standardization.

Led the end-to-end management of IT operations and project portfolios across all logistics-related business functions, including Procurement, Tax, Inventory, Sales, Billing, Airport Billing, Maintenance Engineering, Quality, Fleet, Master Data, Transportation, Sustainability, and Civil Works. Oversaw both financial and physical progress of each project, ensuring strategic alignment and operational efficiency. Scope of Responsibility Directed a multidisciplinary team of 18 professionals supporting over 10,000 users. Operational scope covered 48 applications, managing an annual average of 20,000 service tickets, 5,000 change requests, and 80 projects (implementations, rollouts, enhancements). Responsible for a budget of BRL 4.2MM (OPEX) and BRL 9.5MM (CAPEX). Key Achievements Established vendor governance and performance tracking (SPI, CPI), with proactive risk management on critical-path projects. Designed and executed strategic CAPEX/OPEX planning, maximizing return on investment and delivery reliability. Implemented internal review boards and continuity management frameworks, significantly enhancing project quality and production stability. Notable Results Reversed incident indicators: reduced unplanned downtime by 87% through preventive measures. Achieved a 92% drop in production failures tied to project deployments via structured quality gates and transport approval committees. Boosted team productivity by 73% through continuity management and capacity planning initiatives. Delivered an estimated ROI of BRL 20 million over five years, combining operational gains with measurable business impact.

Responsible for the strategic management of the technology project portfolio, ensuring physical and financial progress, alignment with corporate guidelines, and the delivery of value to business areas. Acted as a key liaison between the executive board, coordination, and project managers, enhancing leadership scalability and enabling data-driven decision-making. Led complex, multinational initiatives, including SAP implementations and integrated solutions across Curaçao (ROI of R$12M), Costa Rica (R$17M), Ecuador (R$8M), and the United States (R$5.5M). In Brazil, managed SAP PM rollouts (R$27M impact over 5 years), SAP Syclo deployment (mobile maintenance), implementation of the Mercado Eletrônico platform integrated with SAP (R$12M), RPA for supplier and customer data cleansing (R$2M), and self-service tools via Chatbot and IVR (R$3.7M). Implemented effective time-and-materials allocation models, optimizing outsourced teams and generating CAPEX savings of 35% in 2012 and 39% in 2013. Designed and executed project manager training programs based on ASAP, PMI, and Agile methodologies. Maintained high performance standards, with 90% of projects going live with no operational impact and minimal delays due to scope changes. Additionally, I managed portfolio governance and supplier contract oversight (cash flow, duration, and budget tracking), while ensuring robust definitions for Go/No Go plans, operational handoffs, and rollback procedures—delivering sustainable outcomes and mitigating operational risks.

Served as SAP Solution Architect overseeing Level 3 support and continuous improvement across the MM, SD, PM, and PS modules, focusing on resolving critical business issues, designing scalable solutions, and aligning system architecture with strategic objectives. My role extended beyond troubleshooting to defining future-state architectures, evaluating system design trade-offs, and ensuring performance and reliability in mission-critical SAP processes. I acted as a key interface between business stakeholders and technical teams, supporting make-or-buy decisions, standardizing integration patterns, and guiding solution roadmaps. Key achievements included the elimination of recurring SAP issues impacting operations, successful deployment of the PWCE solution with immediate performance gains, and a significant reduction in backlog for enhancements and support tickets. Over time, I became the primary technical reference for SAP within the IT organization, frequently consulted for architectural direction, performance optimization, and strategic SAP planning.

Served as Project Manager, Functional Lead, and SAP Specialist in large-scale SAP ECC 6.0 implementation and migration programs for major companies such as Embasa (public sanitation), Focus Têxtil (textile and electronics), and CPFL (energy distribution). Throughout these projects, I was responsible for delivering strategic outcomes across SAP modules including MM, PM, PI, and ABAP, with a strong focus on logistics, maintenance, procurement, and financial integration. Led end-to-end data conversion processes, from mapping business processes to final validation and go-live, overseeing multidisciplinary teams and ensuring delivery timelines and quality standards. Designed and implemented optimized data load templates using BAPIs, IDOCs, and Module Pool, resulting in a 3-month acceleration of the migration project schedule. Played a key role in configuring and automating Brazilian tax localization (TAXBRA and BRJ), including VAT code logic, pricing conditions, vendor/material rules, and Info Record/LOF automation. Developed tailored reports that enhanced internal processes in procurement and materials planning, significantly improving operational efficiency. Recognized for delivering high technical rigor, end-to-end process vision, and the ability to translate complex business requirements into robust SAP solutions aligned with strategic objectives.

Led the implementation of Brazil’s Electronic Invoice (NF-e) project at Nestlé, driving compliance with national tax regulations and optimizing fiscal processes across one of the country’s largest food manufacturing operations. Acted as SAP MM Functional Analyst during the rollout of SAP ECC 6.0 at Casa & Vídeo, a major retail chain in Brazil, supporting the digital transformation of supply chain, procurement, and materials management processes in a fast-paced retail environment. Also contributed to continuous improvement initiatives at Schincariol (now Brasil Kirin/Heineken), enhancing logistics and supply workflows to support operational growth in the beverage sector. Deliverables included functional design, SAP process configuration, integration with fiscal and commercial areas, and close alignment with key users to ensure adoption and measurable business value.

SAP MM and ABAP Functional Analyst in the largest SAP 6.0 implementation project in Latin America at Volkswagen (Automobile Company). In Volkswagen (Discreet indrustry), coordination of SCM area establishment (Supply Chain Management) LATAM. Implementation of Sales scenarios (S&OP), Supplies, Logistics, Material Planning (MRP1-2), Manufacturing (WiP and Engineering), Bill of Material, FIFO, LIFO, and Equipment Maintenance Plans through MM, PP, PM and APO modules. Responsible for the deployment of a centralized Registration Center, fostering the permeation of systemic and processual points of view in a global level and concentrating multidisciplinary teams guided by a previously defined PDM, which ensured the traceability of registrations and minimized the risk of duplicity.

SAP MM Functional Analyst in SAP version migration project (4.7 to 6.0) at Schincariol (Beverage Manufacturer); SAP MM and ABAP Functional Analyst in a SAP 6.0 implementation project at Assolan company (Manufacturer of pharmaceutical products). In Schincariol (Process Manufacturing), participation in the team responsible for the implementation of SAP MM, PP and APO modules, concentrating in scenarios aimed at material structures (formulas), capacity, call point and demand plans, shopfloor, MPS, G-block and K-block.

SAP ABAP Analyst in SAP 6.0 implementation project at Nokia (Manufacturer of electronic products); ABAP Programmer Analyst in SAP 6.0 Rollout project at Nestlé (Food Manufacturer);

Delphi Programmer Analyst: - Business Requirements Survey; - Development and Unit Testing; - Monitoring of user tests; - Cutover; - Go Live / Support.

The Master’s in Information Technology with an emphasis on Digital Transformation from FGV has been a transformative experience. The course provides me with a practical view of emerging technologies such as AI, Big Data, cybersecurity, and IT Governance, as well as digital transformation strategies. This has better prepared me to lead innovation projects and drive digital transformation in the challenges I have been presented with.

AI for Senior Executives is a six-month program from MIT, designed to help identify and implement AI solutions that best align with business objectives, while developing an influential leader and change agent. Taught by MIT professors and research pioneers from the Computer Science and Artificial Intelligence Laboratory (CSAIL), the program focuses on AI applications, including optimizing operations through process automation, enhancing data-driven decision making, and refining customer experience. It is a crucial acquisition of essential knowledge about AI in the business context to make informed decisions that position your organization for long-term success. It also develops capabilities to lead through disruption and navigate the ever-evolving digital landscape.

Participei do **Advanced Management Program (AMP)** da Harvard Business School, uma experiência transformacional de sete semanas. O programa aprimorou minhas habilidades de liderança global, permitindo-me gerenciar mudanças disruptivas e implementar estratégias para manter vantagem competitiva em um cenário de negócios em constante evolução.