Karen Caruso Balazshazi

Líder das Plataformas Funcionais de Atendimento e Logística, com responsabilidade pela definição e execução da estratégia de produtos e soluções voltadas à excelência na experiência do cliente. Destaque para a sua participação na implantação do modelo de plataformas funcionais, liderando a estruturação de times, desenho de processos, definição de papéis e responsabilidades, além do alinhamento com estratégia corporativa. Principais responsabilidades: +Definição e condução do planejamento estratégico da área, em sinergia com os objetivos de negócio; +Desenho e otimização dos modelos e canais de atendimento, com foco na eficiência e experiência do cliente; +Mapeamento e revisão de processos, buscando ganhos operacionais e de produtividade; +Gestão de projetos estruturantes, atuando de ponta a ponta — planejamento, cronogramas, testes e entregas; +Monitoramento e evolução de indicadores de qualidade, como FCR, CSAT e NPS Transacional; +Gestão orçamentária da área, incluindo elaboração, defesa e acompanhamento de necessidades e desvios; +Liderança de iniciativas de Transformação Digital, como o desenvolvimento de novos CRMs e implementação de soluções com IA; +Atuação colaborativa com líderes de operações, mapeando oportunidades e gerando insights estratégicos; +Gestão direta de 8 profissionais e liderança de 5 squads multidisciplinares.

Leader of the Commercial Support area of the Commercial area, she is responsible for the action strategy for structuring projects, processes & continuous improvement, quality management, communication, training, as well as the area's events, impacting more than 250 people. Participation in the migration project with Banco Original stands out, as she was responsible for structuring service operations, processes, people development, etc. Key activities: + Strategic planning of the area, aligned with the business and its goals + Mapping/reviewing all the area's processes, with a focus on channel efficiency + Looking at the sales channels, such as Telesales, Executives, Correspondents, Payroll, etc + Structuring the commercial training model for the entire sales force (and leadership) + Management of structuring projects, from planning, schedules, testing, etc + Looking at Quality, structuring/managing indicators such as NPS and Regulatory + Creation/management of sales campaigns, generating performance insights for the entire leadership + Management of the area's budget, acting on needs and deviations + Actions to accelerate Digital Transformation, such as the development of new CRMs + Interface with all commercial leaders, mapping opportunities and generating business insights + Management of the BackOffice operation, supporting the sales force in the effectiveness of negotiations + Structuring controls, creating consultation books for all leaders + Leading 24 people

Leadership responsible for the service strategy of the company's own and outsourced operations (Customer Service, Telesales, and Digital Channels), from strategic and operational planning to the service model for each of the fronts, defining processes, training, quality management, strategic project management, management of business indicators, etc., with an impact on ~1,000 service positions. Key activities: + Defining the strategy for the relationship channels + Hiring/managing Call Center partners, defining targets and performance models + Performance management of operations, acting on quantitative and qualitative deviations + Looking at the synergy of operations, maximizing results and reducing costs + Managing the area's budget, acting on deviations and needs + Leading the area's projects, mainly linked to the customer journey and digital channels + Analysis of the market, trends and competitors, generating insights for the entire leadership + Managing the company's portfolio, generating insights for the Marketing/Products team + Interface with all the company's strategic areas + Presentation of results/Forums with all the company's executives + Leading 400+ people (8 of whom directly)

Leader of the Call Center Department's training area, she worked on the teaching strategy for the entire service department, with an impact on +2K people, in face-to-face and/or online format, and for all hierarchical levels, defining everything from the performance model, content journey, application, etc. Key activities: + Defining training models and strategies for service operations + Drawing up training schedules for training, retraining, products and processes + Relations with all areas of the company, ensuring that all operations are carried out + Monitoring operational indicators in order to diagnose needs + Leading 70 people (including analysts and instructors)