Lucia Mieko Suzuki

PMO responsible for structuring corporate project governance and portfolio management across CSC, Supply Chain e IT, ensuring strategic alignment and value delivery. Executive monitoring of schedule, cost, scope, risks and benefits, supporting decision-making by leadership and executive committees. Leadership and mentoring of project managers and project leaders, acting as an orchestrator across multiple business areas and stakeholders.

PMO responsible for structuring project governance and portfolio management for the Common Service Center (CSC), ensuring alignment across IT, Shared Services and business areas. Support and guidance to project leaders throughout the project lifecycle, including planning, execution, monitoring and risk management. Consolidation of portfolio information, executive reporting and coordination of stakeholders to support management decision‑making.

Leadership of strategic IT projects involving systems development, migration and governance, including SAP integration, corporate architecture and digital transformation initiatives. Planning, execution and monitoring of high‑complexity projects such as calculation engines, corporate architecture platforms, RPA cloud migration and legacy system migration to Oracle EXACC. Coordination of multidisciplinary technical teams and stakeholders, ensuring alignment with business objectives, timelines, quality standards and executive reporting.

Leadership of the end‑to‑end migration of all business systems from Copel Telecom to Ligga Telecom following the subsidiary divestment process, completed within six months. Planning, execution and monitoring of complex systems transition, ensuring operational continuity, data integrity and service availability. Primary liaison between companies, coordinating internal teams, vendors and stakeholders, and structuring service workflows, incident management and transition governance.

Management of IT and telecom operations systems, leading internal and outsourced development and support teams across telecommunications platforms and services. Leadership of system development, support and operational projects using agile (Scrum, Kanban) and traditional methodologies, ensuring service quality and performance. Portfolio monitoring, project execution oversight and people management, including stakeholder coordination and removal of cross‑functional impediments.

PMO support activities including portfolio monitoring (SPI/CPI), Jira administration, resource tracking and support across the full project lifecycle.

Technical support for end‑user IT infrastructure (workstations and client environment), including software and hardware inventory management (LANDesk), antivirus administration, Service Desk support and user assistance for corporate productivity tools.

Service Desk Supervisor responsible for leading and coordinating the Level 2 support team, ensuring service quality, incident resolution and compliance with SLAs.

Service Desk Supervisor responsible for managing the outsourced Level 1 support team, acting as the primary liaison between the service provider (ASK!) and COPEL, ensuring service quality, performance monitoring and alignment with SLAs.