Karina Kawahara,PMP, PMO-CP

Project Manager - reporting to Head of Business Management and Change Portfolio Working on integration/merger program between Credit Suisse and UBS

SDD Leader – reporting to the BU Director Design proposals solutions to reduce risks of delivery, supporting executives from the industry, health, telecom, banking and utilities sectors. In 2022, I evaluated a portfolio of R$196 million in revenue. I also work in conducting follow-up meetings for projects sold. Project Leader reporting to the Sector Director – Team: 5 people Clients: Neoenergia – Project Manager – Legacy Modernization Program. Santander – PMO of Legacy Modernization Program

Reporting to the Pension Fund Administration Director. Led the Business Analyst team (6 to 8 people) in the Project area, having structured all Governance (prioritization of projects, scheduling, status meeting, team allocation, risk identification, action-plans, and status report) and continually promoted improvement actions, performance increases (KPI) and pricing/cost process improvement regarding projects that attend the company Commercial area (client facing). Conducted the initiative to deploy the Agile method, gradually implementing method practices. Promoted training in project management. Managed third parties.

Reported to the Risk Superintendent and the Project-Office Executive Manager. Worked on managing the Risk Portfolio, ensuring project execution, integrating the teams involved (Business and Technology) and providing information for decision-making by Top Management – managing information regarding project budgets and evolution, as well as implementing test evolution and quality metrics. Participated in the lifecycle of the main projects comprising the portfolio, from estimate phase, kick-off, monitoring project evolution (deviations and impacts, action plans, re-planning and justification control) to implementation focused on high quality/SLA standards. Conducted weekly operational and steering committees, in accordance with the governance model, to identify potential risks, establish mitigation actions, identify the interdependence of projects and communication between Business and Technology areas. Supported the Excellence Delivery area in attaining excellence and continuous delivery improvement through check points during the project lifecycle.

Reported to the CEO and the Director of Operations - Team: 2 people. Created and deployed project-monitoring methodology, uniting best practices in Traditional Project Management with the Agile method, which was adopted for all other strategic projects in the Company. In partnership with the Human Resources Area, I reviewed the organizational model and redefined roles and responsibilities in the Operations Directorate, which enabled the fixing of targets for each function, efficiency-indicator identification, and generally increasing team motivation. In conjunction with the Financial Area, I developed a budget model that replaced annual verification, enabling monitoring of company profitability and projects, eliminating reworking and expediting result publication. I deployed a system of de operational-efficiency indicators (KPIs) that was published on a portal, enabling not only awareness of the current operational situation, but also identifying and proposing improvements.

Reported to the Program Manager - Team: 3 people. I conducted project financial management, which, due to better personnel allocation, presented an 11% pp increase in relation to the forecast margin. Client: Telefonica - PMO for the EWD Revitalization Project

Reported to the Everis Project Manager. Responsible for conducting projects, managing client expectations and team development I contributed to the conquest of a new client, implementing and conducting the Project Office at ABN Amro Bank. Client expectations were fully attended, culminating in the generation of 3 more similar projects. Clients: ABN Amro Bank: PM for the PAC PJ Project – Implementing an automated credit-approval system / PM for the Sudameris takeover by ABN Amro Bank. Reported to the Superintendent of IT Solutions (ABN Amro Bank). Medial Saúde: Member of the EXITO Project PMO team – Implementing management system for Medial Saúde.

Reporting to the CEO. Responsible for the Project Management in the ABN Amro Bank (Marketing) customer, with regard to the business requirements and the interface with the systems development team.

Responsible for the information management in the Transport department, through AS IS/TO BE processes identification and through the interface among internal and external costumers with the IT team for its automation. I cooperated with the implementation of a projects/systems development methodology, aligning internal and external costumers. The projects started having a formal documentation, besides being as a way of standardized communication.

Responsible for the planning and control of the project MMP – Multi Mission Plataform.