Juliana Ferreira

We design and implement HR processes that enable data-driven decision-making and connect strategic talent to top companies—transforming people management to drive efficiency and sustainable growth. ✅ HR Process Optimization & System Implementation: Streamlined operations and strategic insights for modern HR. 🎯 Recruitment & Selection: Automated, agile, and targeted talent acquisition processes. 📊 Organizational Design & Compensation: Human capital structuring, job architecture, and pay strategies to boost competitiveness. 📈 People Analytics: Actionable data to inform decisions, shape culture, and drive performance. We empower organizations to make smarter people decisions, align talent with strategy, and build resilient, high-performing cultures.

Light was undergoing a critical strategic cycle, marked by its exit from judicial recovery proceedings and preparation for the concession renewal process. The corporate focus was on strengthening cash collection, reducing commercial losses, improving operational efficiency, and ensuring regulatory compliance, thereby securing financial predictability and long-term business sustainability. My primary deliverables were: increasing cash generation, achieving structural cost reductions, and strengthening data-driven operational governance. I led more than 580 employees, structuring leadership models, management development programs, and a multiskill culture. These initiatives increased productivity, operational flexibility, and service quality across all customer channels. I strengthened the performance management culture through KPI governance, executive communication, and structured performance rituals, connecting operations, finance, and corporate strategy to enable fast, disciplined, and data-driven decision-making based on reliable information. I led the review and modernization of commercial processes, driving technological innovation initiatives, regulatory adherence, and the implementation of new operating models to ensure efficiency, scalability, and predictable results. Key Projects and Results Implemented strategies that reduced operational OPEX by 20% while optimizing overall efficiency. Led the recovery of BRL 80 million in cash flow through process redesign and identification of improvement opportunities. Developed and implemented a multiskill culture for customer relationship agents, increasing productivity. Led the implementation of the GD Regulatory Framework and meter traceability, ensuring regulatory compliance and operational efficiency. Increased annual revenue by BRL 500 thousand through discount reviews and improvements in Social Tariff management processes, generating gains of BRL 30 million per year.

The company was undergoing a board transition, with a strong focus on concession renewal and the structuring of financial instruments, requiring disciplined management, cost control, and the implementation of a corporate culture driven by results and strategic execution. I was appointed with the mission of implementing a robust management, compensation, and performance model. My core deliverables included the creation of the Corporate PMO, the implementation of goal- and KPI-based management, and a comprehensive review of variable compensation models. I acted as a direct extension of the People & Management Directorate, leading strategic teams and structuring corporate policies on performance, compensation, and governance aligned with the company’s long-term strategy. I implemented the Falconi Management Model, strengthening strategic deployment, execution discipline, and accountability across all organizational levels, significantly increasing corporate management maturity. I led the digitalization of people management processes, budget planning, and cost control, enhancing efficiency, transparency, and financial predictability at scale. Key Projects and Results Led the implementation of the Falconi Management Model, strengthening the company’s strategic direction. Reduced People & Management OPEX by BRL 15 million through process optimization and organizational restructuring. Designed and implemented the first unified Results Management and Corporate PMO model, elevating governance and efficiency across strategic projects. Developed a new performance-based variable compensation model and conducted a comprehensive Job & Salary structure review, ensuring internal equity and market competitiveness. Led the implementation of an optimized and fully digital Personnel Movement and Workforce Budget Planning model.

Led consulting initiatives focused on generating actionable commercial insights, conducting strategic analysis, and defining initiatives to optimize resources and drive sustainable performance improvements. Key Contributions: 1. Designed and executed a 100-Day Transition Plan to support the shift to a new operational model—successfully aligning teams, accelerating integration, and boosting employee engagement. 2. Diagnosed the Accounts Receivable portfolio, structuring and implementing recovery strategies that reversed adverse financial trends and strengthened cash flow. 3. Identified eligible low-income customer segments, enabling access to federal subsidies while improving customer equity and enhancing the company’s public image. 4. Mapped and addressed loss-generating processes, implementing structural projects to sustainably and efficiently mitigate operational inefficiencies.

Reported to the Distribution Board, leading a team of 3 executives and approximately 260 employees. Key Achievements: 1. Successfully rolled out the Equatorial Organizational Culture across operations in Piauí, ensuring local alignment with group values and behaviors. 2. Outsourced meter reading operations, achieving a 15% OPEX reduction without increasing customer complaints or compromising operational quality. 3. Restructured the meter reading, billing, and collections teams, leading to the lowest “unread meters” rate in the group’s history. 4. Implemented a new billing strategy that raised the IAR (Invoice-to-Accounts Receivable ratio) from 97% to 99%, setting a group benchmark. 5. Designed and launched a low-income customer management model, later adopted group-wide, resulting in over R$12 million in added DMR (Regulatory Revenue).

Reported to the Corporate Board, managing a team of 3 executives and approximately 38 employees. Key Achievements: 1. Defined and rolled out corporate policies and guidelines for Meter Reading, Customer Data Management, and Billing across all distribution companies. 2. Implemented data-driven intelligence projects to streamline operations, increase accuracy, and reduce costs. 3. Ensured regulatory compliance while providing commercial support for SAP CCS, CRM, and MOM platforms—driving system stabilization and ensuring alignment with market trends and benchmarks. 4. Introduced corporate KPIs to monitor and improve commercial operations across the group. 5. Standardized and optimized commercial system functionalities, ensuring uniform process execution across all subsidiaries.

Reported to the Commercial Board, managing a team of 5 executives and approximately 43 employees. Key Achievements: 1. Led the fastest SAP implementation in Brazil (CCS, CRM, MOM, and HANA) covering core commercial areas: billing, customer service, field operations, mobility, and reporting. 2. Redesigned and unified all commercial and technical service processes across the Equatorial Group to enable consistent operations and reporting. 3. Developed and integrated Legacy Systems and created seamless interfaces with peripheral platforms. 4. Rolled out a new mobility solution for meter reading and automated billing via handheld PDAs, replacing manual (paper-based) processes. 5. Developed and delivered the company’s key operational and strategic reports using BW HANA, ensuring robust performance insights.

Gerenciei a área de recebíveis e cobrança, com foco em Índice de Arrecadação e PDD, estruturando estratégias analíticas para maximizar recuperação de crédito e reduzir inadimplência de forma sustentável. Implantei novas ferramentas de cobrança, como visitas, SMS e e-mail, reestruturei a área com definição de rotinas e indicadores e fortaleci a gestão das empresas terceirizadas

Liderei a gestão das áreas de leitura e cadastro, implantando governança por indicadores, controle operacional por geolocalização e comitês executivos para melhoria contínua da performance. Estruturei a gestão do cadastro com uso de mineração de dados e parcerias institucionais, garantindo confiabilidade das informações e ampliando a receita por meio da inclusão eficiente de clientes de baixa renda

Fui responsável pelo planejamento orçamentário e controle dos investimentos em projetos de redução de perdas, além da definição e gestão dos equipamentos de medição da companhia. Implantei a função medição, a medição fiscal e sistemas de controle de iluminação pública, fortalecendo a governança dos ativos e reduzindo perdas comerciais de forma estruturada

Liderei as equipes de inteligência, telemedição e central de alvos, estruturando modelos analíticos para identificação e combate a perdas comerciais e roubo de energia. Implementei monitoramento em tempo real e processamento massivo de dados, elevando a assertividade das ações operacionais e a eficiência das estratégias de recuperação de receita