Elizete Siervo, MSc

Subsidiary of Astrata Intl, a global leader in IoT and telematic solutions. Responsible for Astrata Brazil operation which encompass the delivery of Astrata´s solutions to Brazilian market; management of the relationship with customers during and after the project implementation; identify, negotiate, and lead external providers, local professionals as well software and product development teams located in Europe and Asia; responsible for managing Astrata´s Financial and Administrative area.

Brazilian company developing software products for the retail segment. Responsible for the strategic direction of the technological and behavioral transformation program of the 23 R&D organizations, distributed in 13 locations, with approximately 630 employees and implementation of corporate solutions focused on processes and tools. 71 solutions • I created, implemented and managed the corporate Software Engineering area at LINX (23 software factories distributed nationwide with approximately 630 employees). I was also responsible for defining, implementing and support a corporate solution, encompassing processes, work methods and tools aligned with best market practices to create synergy among teams and increase productivity, product quality and customer satisfaction, as well as reducing operational costs; • At LINX, I created, implemented and directed the Intelligence & Tax Compliance area (15 people), which included lawyers, accountants and functional analysts. It was responsible for identifying and interpreting legal requirements, creating functional documentation based on the legal requirements and disseminating them to the software factories, service and support area teams; • At LINX, I also created and implemented management and control processes to coordinate all the initiatives related to the Law of Good (Lei do Bem).

• I conducted the execution of infrastructure diagnostics for the Brazilian retail company Fast Shop, identifying opportunities for operational improvements and reviewed IBM´s transition strategy, bringing forward activities and contributing with a significative saving for IBM. • I conducted and managed the creation of the new Data Center for Fast Shop at IBM Hortolandia, the transition of the infrastructure from HP to the new IBM Data Center and the operation of the new infrastructure: Data Center, Security Networks, Telecom, Service Desk and Field Services. This migration promoted a significant improvement in the response time of applications (24%), reduction of the unavailability of the environments (Datacenter 99% and Links 99%) and, consequently, achieved a sales increase of approximately 20% during Black Friday. • Additionally, I managed some special projects: PCI, Store Inaugurations, Information Security and Connectivity; • I was responsible for the planning the transition according to IBM Transition & Transformation Methodology as well as identifying, evaluating and ensuring resources for the project; • I led the migration from HP Datacenter to IBM Hortolândia. Managed the project in order to ensure total integration and synergy among all stakeholders (customer, external providers and IBM Teams); • I was responsible for defining, implementing, controlling and reporting a Management Systems based on agreed SLAs; • Accountability for meeting revenue, profit, and growth objectives and for improving overall client satisfaction targets as well as ensuring the achievement of project deadlines and contract deliverables; • Responsibility for the integration of all IBM global competencies involved, as well as ensuring a balance of quality and cost; • Led the implementation of improvements in the Fast Shop account in order to maximize business performance and reduce operational costs.

Client Portugal Telecom - Delivery Project Executive - implementation and management of a team with local and Indian employees for execution of unit tests in applications in the context of mobile telephony. • On behalf of IBM Portugal, I implemented and managed an organization with 120 local and Indian employees, on a project for Portugal Telecom, in Lisbon. We undertook testing of applications in the context of mobile telephony. I managed the relationship with the technical teams and Portugal Telecom, reporting results, promoting synergy among all stakeholders involved in the project and identifying opportunities for improving the development process.

IBM SPGI Delivery Center (Spain, Portugal, Greece and Israel) - Transformation Executive - responsible for the Transformation and Innovation Program, providing guidance for implementation of strategies for large organizations such as Telefonica Spain, Portugal Telecom, Banco Valencia and Bilbao. Support for IBM Brazil and IBM South America: Argentina, Chile, Uruguay and Paraguay in the CMMI Level 5 Certification process. • I defined and implemented the Process Transformation Strategy, addressing the redefinition of processes for software development and maintenance for IBM Spain, Portugal, Israel and Greece, using internationally recognized methods and best practices such as Lean Sigma , PMBoK , ITIL and CMMI.

Subsidiary of ISD Inc., a consulting firm specializing in process improvement. Senior Consultant - Support to large organizations in Brazil and abroad, in the execution of projects for improvement of processes based on internationally recognized quality methods and models (Lean Sigma, IDEAL, CMMI, e-SCM, ITIL) • I led and guided various organizations in Brazil (Banco Itaú, Santander, HP, IBM Brazil, T-System, CPqD ,Embraer among others) and abroad (Accenture USA and Europe) in their programs for the continuous improvement in the development and maintenance of IT processes, based on quality models: CMMI, PMBok, ITIL, Six Sigma and People CMM. • As a Senior Consultant, I supported Banco Santander Brazil and Caixa Econômica Federal in the definition and execution of the Technology Suppliers Selection process based on e-SCM model (CMU). • I led more than 26 official CMMI evaluations in Brazil, Latin America and Europe and more than 30 diagnoses using SCE and SCAMPI methods from SEI / CMU. Main Customers : Banco Itau, Banco Santander, Datasul, HP, IBM (Brasil), Accenture Espanha e Argentina , Telefônica, CPqD, CPM , DBA , Embraer, T-Systems (Brazil e Espanha), G&P, Unitech, Atos Origin dentre outros

IT Manager for Publishing area. Major Achievements: Implementation of the new Advertisement System 15% Cost reduction of the IT Unit. 30% Sales increase by the improvement of the operational efficiency of the new Advertisement System

Reporting to the Financial Director and to the Technology Director and responsible for leading the TransCheck Year 2000 project (Y2K). The objective of this project was to change the entire software plataform developed in “C” to a new set of systems using Sybase. The project cover the entire product life cycle since Sales , Tickets production, Deliver and Liquidation. • End-to-End Project Life Cycle, since the strategy definition , supplier selection , planning to its complete execution. • Responsible for define and support the Provider Selection using a formal Decision Analysis and Resolution methodology • Implement a System Management based on market best practices (CMMI and PMBok) to support the identification of Risks and Issues , as well monitoring the resources availability and productivity and take corrective actions when necessary. • Major Achievements: Y2K Project successfully implemented with zero defect New products implementation supported by the new system.

Reporting to the President of the corporation and responsible for: Systems Development, Technical Support, Telecommunications and Production areas • Responsible for financial planning and control regarding to IT area • Responsible for manage the IT Team to implement the following projects: Implementation of the infrastructure of the local network (LAN) Implementation of the Raw Materials Purchase system, Implementation of the DATASUL ERP package (industrial, administrative and financial modules) Implementation of Call-Back system (Voice Project) • Major Achievements: New products implementation without increasing the number of resources. 30% cost reduction on international calls system

Reporting to the Vice President of the Citrus Division and to the Corporate Information Technology Director ,responsible for the management of the Systems Development area and Information and Production Center. • Led the cultural change of the IT team, focusing on business rather than technology and introduced the concept of internal client. • Created the first Technology Strategic Plan for the Citrus Division, focusing the investments and the development of critical systems on the business, as well as managed the process of development and implementation of these systems (Purchase and Receipt of Raw Materials, Orchard Control, Quality Control of the Final Product, Shipping and Delivery Simulations). • Investment and budget planning and control • Leading the Rightsizing Project and IT reengineering process. • Major Achievements: Increase in Sales due to the automated control of the operational process. 15% reduction in expenditures in the Citrus Division IT area.