Léa Mascarenhas

→ Reporting to the President, managing 4 direct reports (Product Manager/Owner, Product Marketing) and 15 indirect reports. → Led the development of a product from scratch, which at pilot launch showed a potential 40% revenue increase across the customer base. Planned a 5-year Product Roadmap, covering initiatives across 3 major business lines. → Created and led a Product Committee to discuss and approve new initiatives and/or roadmap changes, addressing the needs of Technology, Customers, Sales, and Strategic Business areas. → Defined the strategic planning for the Product area with a focus on reducing churn by 10% and increasing recurring revenue by 20%. → Structured a working model based on OKRs, derived from more than 10 KPIs, to continuously track the execution of the strategic plan. → Led the unification of 4 internal discovery processes, standardizing rituals, artifacts, and prioritization criteria, reducing the learning curve by 15 days when reallocating resources across squads. → Defined Product area processes, maintaining 100% integration with the Technology team to avoid impacts, and incorporating market best practices from Discovery to Delivery. → Transitioned the Technology area to a new manager, acting as an operational backup for escalated critical processes, given the complexity of the operation.

→ Reporting to the President, managing 12 direct reports (Product Owner, Tech Lead, Architect, Product Marketing) and more than 60 indirect reports (Frontend, Backend, Fullstack Developers, Business Analyst, Quality). → Led teams to achieve the target of 95% of SLA and CSAT KPIs through agile processes with the technical team. → Led a digital transformation project from a legacy monolithic platform to a microservices architecture, delivering 20% of the essential refactoring over 2 years. → Led the digital transformation that shifted the business model from on-premises to cloud, based on three clouds: Oracle, AWS, and GCP for DevOps operations. → Created the DevOps Architecture area, leading 4 multidisciplinary professionals (architects, DevOps analysts, and infrastructure), focusing on product scalability and standardization of development processes, as well as automating 3 costly operational activities. → Participated, together with the CISO, in the ISO 27001 certification process, acting directly in 100% of the processes related to infrastructure and secure development. → Implemented improvements in the software development process, increasing project delivery capacity by more than 100% over two years. → Led the transition of management for 3 infrastructure team professionals to a new manager, ensuring zero impact on operations and team interactions. → Responsible for engineering, development, and software quality, supporting 9 market solutions in Risk Management, Audit, Compliance, Business Continuity Management, and Electronic Document Digitization, including the addition of customizations to meet client needs.

→ Reporting to the General Executive Director (partner), managing 6 direct reports (multidisciplinary professionals) and 100 indirect reports (multidisciplinary professionals). → Led initiatives to increase NPS by 30% through improvements in customer service processes and functional product enhancements. → Led the transition of 100% of workflows from an on-site to a remote model due to the pandemic, maintaining operational continuity and reducing fixed costs by more than 50k per month. → Managed all Human Resources initiatives focused on team growth and retention, ensuring internal satisfaction levels above 98% and achieving an annual turnover rate below 2%. → Provided direct support to 100 employees during the critical period of the pandemic over 3 months, through individual and group listening and support meetings, until the implementation of a structured online therapy benefit. → Created a self-care group with selected participants and successfully motivated 44% of them to move away from a sedentary lifestyle and begin physical activity, improving their quality of life. → Structured 2 new processes in the Customer Service area, with CX and Strategic CS, to support post-onboarding product adoption, leading a team of 24 professionals and serving more than 200 customers. → Created and formalized basic Human Resources processes (recruitment, hiring, and offboarding) to meet the demands of more than 100 internal employees. → Responded to RFPs, securing 5 new strategic contracts (Caixa Econômica Federal, BNDES, Transpetro, CNI, and SESCOOP) and 2 RFIs (Embraer, EMAE), leading requirement validation, certification, implementation, and final delivery stages. → Documented more than 100 internal processes over 12 months to ensure continuous improvement, reduced operational dependency, and structured delegation of management to new leaders.

- Built the Customer Service function from scratch, with the goal of strengthening customer proximity and improving experience through active listening, supporting 20 active customers and 10 concurrent implementations. - Launched operations with a team of 2 implementation specialists, defining 100% of the onboarding process, which resulted in 100% of customers completing onboarding with improved product usage perception. - Implemented strategic management KPIs, including churn, NPS, SLA, and CSAT, establishing a continuous performance monitoring framework to support both operational and strategic decision-making. - Scaled the organization to 20 professionals in under 2 years, including 4 Project Managers and 16 Implementation Analysts, increasing service capacity in line with customer base growth. - Acted directly in conflict management with strategic customers, improving customer experience, retaining key accounts, and reducing churn by 30%. - Managed relationships with large enterprise accounts, including Embraer, Caixa Econômica Federal, Edenred, BNDES, SulAmérica, Cogna, SESI/SENAI, Unimed Saúde, Amil, Carrefour, Energisa, Usiminas, Alpargatas Eurofarma, Marisa, Randon, Valecard, Ânima Educação, Rodobens, among others. - Reported to the Chief Executive Officer, with direct management of 20 multidisciplinary professionals (Project Managers, Business Analysts, and Quality Analysts) and 20 indirect reports, supporting implementation operations and customer relationships at a national scale.

→ Reporting to the General Executive Director, managing 16 direct reports (business analysts and quality analysts). → Initiated the conversion of multiple products into a single configurable platform for all clients, consolidating more than 10 distinct versions and reducing duplicated feature development by 50%. → Led the digital transformation of a licensed product to the SaaS model, migrating 100% of the customer base within 12 months, with a direct impact on increased recurring revenue in the B2B market context. → Built a Quality area from scratch, designing 100% of the processes and workflows with no initial team cost, resulting in a 20% reduction in customer-reported issues. → Expanded the Quality area with specialist analysts, focusing on continuous process improvement, reducing by 60% the volume of bugs reported by end users. → Implemented a structured support process, centralizing 100% of customer incidents into a single monitoring and analysis flow, enabling the reduction of mean time to response (MTTR) from days to hours.

→ Mapped the main issues in the area, and the lack of processes led me to a restructuring of the business team. → The organizational restructuring improved communication between areas, allowing me to reverse 100% of ongoing customer cancellations. → Generated new implementation budgets and created internal processes for requirements management activities: specification, documentation, planning, validation, and customer acceptance. → Reporting to the General Executive Director, with direct management of 4 business analysts.

- Management of a software development team (developers and DBA), working on the evolutionary maintenance of legacy systems, integration with the Microsiga ERP, and the development of new corporate software projects focused on digital media management, including generation, encoding, encryption, and rights management, ADSL and satellite distribution/transmission, movie theater exhibition, controls, monitoring, reporting, and billing. - The improvements to legacy systems under my coordination enabled greater integration and synergy with new systems, resulting in 80% automation of the operational process, a 30% reduction in operational effort, and a potential increase in delivery capacity of approximately 50%. - Support and service delivery for clients including Moviecom, Oden, Cinépolis, and UCI. - Direct reporting to the General Director, with management of 3 direct reports.

- I developed a licensing control system to ensure media security across the exhibition of more than 21,000 media assets in approximately 2,100 daily screenings in cinemas throughout Brazil. - I implemented fixes and enhancements to a player used in more than 700 movie theaters across Brazil, enabling general automations such as lighting, sound, temperature, advertising, and film playback per screening. - I participated in the code review of a new player developed by a contracted third-party software house. - Direct reporting to the Director of Technology.

- Together with two architects, I participated in the development of a social network for movie enthusiasts, aimed at mobilizing specific screenings and filling vacant time slots in movie theaters. - I worked on the platform development and on the definition of the database architecture. - The platform enabled the creation of more than 100 user-driven screenings, successfully occupying movie theater rooms.

- Developed a parts sales portal for internal use across HP units. - The inventory consisted of parts that did not require repair and were classified as non-defective, with the goal of enabling the reuse of more than 50,000 items. - Created the pilot and participated in the rollout in São Paulo, achieving positive results.

- Conducted the technical mapping of a project internally proposed by HP’s logistics team, aimed at reusing defective parts. - Developed a platform to track the lifecycle of each part from the first reported defect, including recovery costs and return to market throughout its entire useful life. - The project involved contracting 10 specialized repair companies, which became platform users in Brazil. - Created a Balanced Scorecard that provided quarterly tracking of part quality and repair flows, demonstrating a financial return in the millions. - Subsequently, the platform was internationalized into Spanish and its use was expanded across LATAM. - The platform enabled the creation of an internal team of approximately 10 professionals and coordination with multiple suppliers to reuse parts that would previously have been discarded but were suitable for extended use, contributing to sustainability.

- Responsible for the full systems and websites development lifecycle, including requirements gathering, functional analysis, development, testing, and production deployment: ->Development of a system to manage the commercialization flow of agricultural products, including purchase and sales control and inventory management, automating processes previously performed manually on paper and generating an approximate 60% increase in overall operational flow agility. -> Development of a transactional management system for a factoring company, replacing manual paper-based controls with an integrated digital solution and delivering an operational efficiency increase perceived by users of approximately 50%.

- Developed a digital platform for real-time image capture, management, and sales, in partnership with one developer, supporting more than 30 photographers during the Summer 2004/2005 edition of São Paulo Fashion Week. - Implemented a workflow for immediate image availability to clients, reducing the average access and usage time from 24 hours to 5 minutes. - The project provided greater operational agility for photographers and media outlets, increasing publishing speed and the commercial value of images during the event.

- Delivered training to more than 100 users across Brazil on the use of the pharmaceutical portal. - Provided support to end users, handling an average of 20 daily requests, including questions, bug reports, and improvement feedback. - Created user manuals to support and guide users. - Performed ongoing portal maintenance, fixing reported bugs and implementing functional and technical improvements identified through real system usage. - Trained 10 Account Managers in report generation using Crystal Reports.

- Mapped the current workflow and presented a proposal for the development of a portal, resulting in a 90% reduction in costs. - Automated the entire existing process, working on requirements definition, database creation, and execution of quality tests for the portal, in collaboration with a developer responsible for the source code. - With the delivery of the portal, the company achieved the planned reduction of the previous process, which involved printing forms, sending them to field promoters, receiving them back, and maintaining a dedicated data entry team. - Clients: Pfizer, Procter & Gamble, Bayer, Allergan, BMS, Cristália, EMS, Merck, Novartis, Sanofi-Aventis e Wyeth Pharma.

- Coordinated a team of 10 internal data entry clerks and 20 external data entry clerks responsible for entering daily survey data across Brazil. - Delivered a system built in Microsoft Access that sped up survey data entry by 30% and reduced data entry errors by 80%. - Data entry clerk performing data input from survey forms.

The CPO mentorship supported me in standardizing all the actions I had been performing in my role as CPTO, bringing greater methodology to the product discovery and development process. This enabled me to achieve significant results, such as a 10% reduction in churn and a 25%+ increase in revenue.

In my final undergraduate project (TCC), I created a product documentation management process, which I later had the opportunity to implement in my professional role as a Product Manager, reducing questions during the technology team’s implementation phase by 24%. Additionally, I gained a deeper understanding of monolithic and microservices system architectures, which enabled me to structure and lead the DevOps architecture function in my role as CPTO.

At university, my interest in software engineering grew, giving me a broader perspective of what comes before and after the source code. This allowed me to deepen my knowledge in areas such as requirements gathering, documentation, and quality. As a result, I carried out my first digital transformation, replacing manual processes with digital ones through a portal serving more than 100 users across Brazil at CAPEL.

It was my first exposure to programming logic, which confirmed my interest in the technology field. I developed my first basic academic systems (CRUD applications) in Visual Basic, which later supported me when I began my career as a Software Engineer.