Lilian Amaral

Transformação Digital & Inovação para Projetos de Capital

• Manager of Lean Portfolio Management (LPM). In less than 1 year, it eliminated 27 duplicate initiatives between the business verticals and generated savings by eliminating initiatives without strategic fit; • Coordination of the tracking and care digitization fronts, made up of 20 focal points of hundreds of employees. It developed instruments that enabled the exponential growth of navigation (assisted path of the patient in the Dasa network), in addition to generating digital actionables that engaged the patient. As a result, there was a reduction in the period for starting breast cancer treatment. These actions will be expanded to other lines of care and to the development of the Nav health platform; • Acting in the governance of projects such as: building the relationship between the Experience area (of the patient and the health professional) with the business, reducing the patient's waiting time at the service counter and reducing the time for scheduling elective surgeries; • Construction of governance for the Medical Innovation Committee and for monitoring the execution of strategic initiatives that will be implemented in the first half of 2023.

• Management of 8 direct employees; • Development and management of the IT strategic plan; • Executor of TI's cultural transformation processes as a revenue generator, mergers and acquisitions projects.

• Management of 12 direct employees; • Conducting Business Relationship Management, IT portfolio, business development in the Operations, Engineering and Corporate areas, Strategic and Budgetary Planning, among others; • Expertise in M&A processes in Portugal; • Composition in the IT management of the OneEmbraer Program, which reintegrated the newly created company of Commercial Aviation.

• Report to the CFO during the vacancy of the Director position, including presentations to executives and CEO, involvement in information security matters, audit plans, discussion of M&A strategies, retention plans and team development, management of performance indicators , analysis of new technologies, guidance and management of IT leaders, among others; • Onboarding of the new IT director, accelerating his learning curve in the business and in the company.

• Management of 30 direct employees; • Conducting Business Relationship Management, IT portfolio, business development in the Operations, Engineering and Corporate areas, Strategic and Budgetary Planning, among others; • Expertise in M&A processes in the US; • Training of approximately 15 IT professionals (including leaders); • Successful IT transition from a service provider to an area that participates and leverages the business.

• Management of 13 direct employees, in addition to third parties involved in the projects; • Regency of BRM, IT portfolio and business development of Engineering and then of all corporate areas, such as Finance, Service Center, Marketing, HR, Legal, etc.; • Cost analysis of duplication of systems, project management to meet the challenging deadline, risk analysis, service delivery proposal (IT Services Agreement), among others, of a carveout process responsible for creating a company for Commercial Aviation, which would later be sold.

• IT Business Partner da área Financeira e Centro de Serviços Compartilhados, atuação no planejamento e implementação de projetos de sistemas de informação e aplicativos, envolvendo a compreensão do negócio, mapeamento de suas necessidades, análise de tendências tecnológicas para identificação de oportunidades, etc.

• Consolidation of the Strategic Plan, support to the Business Units for the construction and management of their respective plans and management of the corporate planning cycle; • Evaluation of new businesses and globalization opportunities in Brazil and abroad; • Implementation of a holding company in the Netherlands, with tax benefits and partnerships with engineering and innovation bodies; • Opening of an Engineering office in Belo Horizonte - MG, using local labor, partnership with the Federal University - UFMG, including feasibility analysis, negotiations with the State Government, coordination of the plan with Legal, HR, Engineering, Works , etc.

• Líder na implantação do Regime RECOF Aeronáutico na Embraer; • Responsável por negociações com órgãos de governo (Receitas Federal e Estadual, Ministério do Exército, ANVISA, INFRAERO, etc.) para a criação do regime especial para o setor aeronáutico e melhorias, contribuindo efetivamente para a redação das normas e decretos; • Redesenho de processos para atendimento ao regime permitindo a rastreabilidade das mercadorias, envolvendo centenas de colaboradores dos processos de chão-de-fábrica, logística industrial, importação, exportação, planejamento, compras, vendas, trade-in, suporte e serviços a clientes, reparo, fiscal e outros; • Gestão de 4 pessoas, após implantação do regime; • Integrante da Diretoria da AER – Associação das Empresas usuárias de RECOF, entidade de representação das empresas RECOF junto ao Governo. • Coordenação da implantação dos processos de Logística Industrial e Internacional no ERP SAP 6.0, implantação dos sistemas de gerenciamento de almoxarifados O2P e de Comércio Exterior, permitindo integração dos sistemas e unidades, padronização e otimização de processos e redução de custos; • Composição na análise de melhor logística de distribuição nos EUA, otimizando rotas e reduzindo custos;

• Análise de viabilidade de novos projetos de automóveis no Brasil (profitability); • Participação na aprovação do desenvolvimento da 1º plataforma brasileira da Volkswagen, o PQ24, lançado em 2002 como Polo.

• Atuação nas cobranças de clientes no exterior, gestão das special purpose companies (SPCs), redesenho de processos, interface com áreas comerciais e clientes internacionais, entre outros. Exemplos de resultados: redução do tempo de recebíveis e implantação da área de Contas a Receber na subsidiária da Embraer na França.