Thiago Guimaraes

Accountable for the Global Services Delivery Framework design & deployment at Kenvue Milestones: • Q1/Q2: Framework Design & Cross-Functional Alignment • Q2: Operational Launch & Expansion • Q3 & Q4: Optimization & Global Standardization

This journey was defined by transformation and strategic delivery, anchored in Kenvue’s promises and an owner-mindset. - Aligned directors, VPs, and senior leaders to advance the Data Science Platform (DSP) strategy. - DSP became the single platform for Data Science across TS Enterprise, AI Ops, and AI Teams. DSP was integrated into the KTD Transformation program, supporting enterprise-wide objectives and communication. - As Global AI Program Manager, I led discussions on AI business cases, intake processes, and technology choices, executing the DSP Roadmap. Partnered the evaluation and transition planning for the AI Studio Portal, developing the first draft of the Enterprise AI Data Science Platform Portal. - Presented the SIO Governance strategy, securing TS area commitment, though paused due to AI Leadership changes. - Delivered RAG Search for Palladium, integrated into Q2/Q3 PI planning and delivered by Q3. - Stabilized IT LATAM Backoffice and transitioned all finance processes to global operations team. - Built and executed the 2025 LATAM infrastructure remediation plan, including unfunded activities in BP2026. - Completed an International Executive MBA with outstanding grades, reinforcing commitment to continuous learning.

Transitioned ownership of 7 squads, over 40 vendors and 14 employees, to D&A product line leader. Collaborated with D&A team, led the initiative to address a critical Informatica integration issue. Designed and approved of the TS LATAM EUS Organization and merged EUS TS and EUS MLL support within LATAM, resulting in an organizational structure that prioritizes excellence. This resulted in the approval of four headcounts, including the successful recruitment of senior leader. Single Point of Contact (SPOC) for three major migration initiatives—PC, Voice, and Room. Identified significant gaps in migration plan for voice, leading to the recruitment of a new project manager and uncovering over 80 institutional lines, with just six remaining by year-end of 2023. Facilitated the integration of D&A Product line scrum teams with Global Software Engineering for LATAM ERP integration via Datasphere, promoting efficiency in our regional data product migrations. Resolved security camera installation delays and VisionCare challenges in Argentina, while overseeing user unstructured data migration for SP/JK and SJDC. Assumed leadership for the LATAM Cloud & Facilities area in February 2024. Supported multiple TSAs exits. Raised awareness of SJDC site complexity , facilitating a strategic +40 people workshop that identified 26 significant issues and initiated multiple working groups. Defined and executed the LATAM IT Backoffice strategy, delivering 3 MVPs by Sep 2024. Collaborating on the 2025 business plan aligned with KTD Financial Transformation initiatives. LATAM FinOps champion role: achieved approximately $327k in savings for 2024. Leading significant meetings on Kenvue FinOps practices, received commendations from KTS Senior Leaders for my impact and effectiveness. Presented the K-Cloud strategy and infrastructure to LATAM T&D. GCC LATAM: active participation in discussions and the selection of 12 infrastructure consultants, following strategic adjustments.

With Kenvue Spin-off, I received an important mission to implement the Global EUS Strategy at Technology services in LATAM. The main goals are own the day-to-day LATAM user support & lead several separation projects in progress as PC Migration, Mobility services migration, Conference Room migration and site migration. Being the escalation point and IT accountable for any impact in our community of users. Along the initial months, we were able to: - Ensure no business disruption while physical and systems separation is happening - Lead +4000 PC Migrations within the region - Identify GAPs on process, resources & tools within the new company, later proposing and implementing improvements to the ops model - Build an organization able to provide EUS services regionally at the highest level by defining required people & tools within our 10 offices, 12 DCs and 4 manufacture sites. - Engage and lead institutional phone migration in LATAM Region.

As J&J Announced the separation of Consumer business from the Johnson & Johnson Group of Companies in Nov/21, I was designed as the TS LATAM Representative for this critical project. I was accountable for connecting Global Program Goals with Regional LT on major topics as strategy, communication, people, process & tools. During this period I was deeply involved in confidential and critical meetings until the program strategy is defined. From November/21 to February/22 I was responsible for building the LATAM separation strategy together with our regional LT. Once the overall strategy was defined, I became accountable for the LATAM Commercial strategy. Commercial LATAM Team Strategy: - 5 Squads with different scopes: E2E Development, Migration, Digital Capacity, Analytics Capacity and TaoAS (Technical application Owner as a service). - Built the team to manage this structure and lead the regional stakeholder management by keeping the alignment with the program leadership TS Engagement Management: - Led D&A capacity team transformation to drive delivery process improvement, development quality, increase velocity and deliver business value. Team size: +50 people with cost of +USD 4MM - Part of HPT Pilot in Consumer LATAM as Product Group Engineer role. In January/23 I´ve delivered the separation strategy for Commercial and transitioned D&A Ownership to Kenvue Product Line.

- Led the Analytics/SFE team to deliver an increase of 293% in our portfolio. Consumer team increased from 20 to +35 team members. - Led the Digital team to deliver an increase of 913% in our portfolio by establishing the 1st Joined LATAM Capacity team with Vision Care & Consumer - Led App DEV RFP in LA Commercial driving +USD 500k of savings. - Led DaaS Platform deployment by driving delivery strategy bringing stabilization on the delivery, stakeholder management, reducing platform costs (USD20k to 6k/month) but always keeping the alignment with Global Team. Results: team increased in 20% and overall velocity in +100% - Led AIM-Right (former Kairus) project delivery and transitioned US rollout to NA team successfully - Led TS LATAM CREDO Team, with 12 members, achieving great results as +1,5ton of food donation, +760 blanket donated in our “Winter Campaign” and +40 direction donations to the “Transform Future Challenge” - Designed and presented the “TS Intern Strategy” for 2022 being able to increase the regular hiring count of 2 to 12 approved (10 hired).

- Part of the team that drove MD Delivery model transformation from Agile to Scaled Agile Framework by designing the ARTs together with Business (Got SAFe Agilyst Certified) - Successfully delivered a +USD 4MM with USD 394k of savings and USD 220k of costs avoidance. Got 2 formal recognition - Delivered Kairus – Asset management solution using data science and FICO in partnership with NA Data Science team - Delivered Brazil BIDs Solution for Janssen built on Sales Force Platform driving a deep transformation on this business process with USD 53k of savings and USD 14k of cost avoidance. - Ambassador for MD in TS LATAM - Leading CRM transformation with Consumer, Medical and Pharma powered by Sales Force - Established Agile Governance on Sales Force platform in Consumer

- Played the Regional Service Owner for SAP BI Demands in LATAM - Created and led the "SAP Commercial Value Stream" in LATAM deliver Consumer´s biggest IT project in 2019 (Get Price), resulting into a SAP Capacity team for Commercial in LATAM. - Created and led "BI Capacity Team" with +11 sprints delivered, 12 team members and USD 1,5MM in demands - Created capacity team for Corporate team on "Project Workday", by changing the delivery process with main vendor. - Major Projects: GET Price, Renova, BW Conversion to v7.0, BSP Enhancements and BI Capacity team - Awards: . in the “People Category, named “Diagnostic Culture: projects or initiatives that challenges and improves productivity, simplicity and results”. . GOLD Encore for all partnership with LATAM Delivery Center to leverage LATAM BI platform to connect into Global HANA Platform . GET Price was presented on "IT Innovation Fair", J&J IT Council 2019 and SAP Note (formed SAP Forum) as success case - Highlights: - Small enhancements under "SAP Capacity team" were 27% cheaper than regular small enhancements - SAP Conv 7.0 results: month-end closing processing time decreased in 78%. Project delivered on time and on-budget, with USD 90k of contingency not used - BI Capacity team delivered +200 story points from Mar-Dec with 0 attrition on team members. - Partnered with BI Global Service Owner to transfer ownership of LATAM BI Platform to LATAM team

In July 2017 I´ve transitioned from Analytics/CRM Team to Supply Chain team with the VSE role. Main goal: implement the "OneRelease Model" as I have strong experience with Agile teams, building teams since 2009. Supply chain team spent +8 months designing and creating all process structure to implement it. There were 4 value streams + 1 Release Team + 3 SAP Architects, with a total of 36 J&J Employees and +100 vendors. In 6 months we were able to transform waterfall teams in agile teams with several challenges and issues. Moving from MS Project to JIRA (+17 sprints in parallel), creating and implementing Definition of Done (DoD) and Definition of Ready (DoR). Implemented the concept of Scrum of Scrums (SoS) and Scrum routines. Early February 2018, we designed the version 2.0 which is in place until now.

- Accountable for Analytics/CRM/eCommerce demands in LATAM. - Responsible for shape demand, engage vendor, provide estimates to business, plan project execution, build dev team and manage project execution according to J&J IT Standards. - Responsible for team's performance and finance metrics - Numbers: Portfolio increased from USD300k in 2010 to USD 4MM in 2016. - Led 5 J&J Employees in my team Main Projects: - CRM Transformation in LATAM (Staff to Capacity) – 2016 - Application Services Data warehouse (ASDW - 2016 - MD Territory Visibility Consolidation – 2016 - SFE Deploy for Consumer LATAM – 2016 *encore - Net Cost Change Tool for Finance – 2016 - IRASS & MRASS Tool for Europe – 2016 *encore - I3 Project for Consumer – 2014/2015 - Project manager for the “New ITAS Building Project” – 2015 *encore - Part of the team that created the "Project Z" Team and negotiated with NA the approval (2014) *encore - Implemented Analytics capability in LATAM BI team (2014) - Concept and development of Estimation tool – 2014/2015 - Deployed Tableau Capability in LATAM (2013) - Led CREDO – Recognition team (2013) *encore - Deployed the Cognos Capability team in LA for Medical.( 2012)

- Accountable for all for BI/DW/Integration demands in LATAM as: SAP BW, SQL Server, Cogons, WebMethods, etc. - E2E process accountability as: demand intake, requirements refinement, estimates, vendor engagement/negotiation, team onboard and overall project management.

- Joined the Project Management team (PMO) - Played the Project Manager role in several project as: . Deployed Global Ticket Tracking tool deployment in LATAM . Deployed the Project Management Competency in the region . Deployed the application support tool (OneView Tool): SQL Server as Background, COGNOS as front end and Adobe FLEX Charts for Dashboards reports. This application became the single source of truth for support information and SLA Calculation in the region. It was live for 8 years until the Global Tool Implementation (IRIS). The new tool did not have all capabilities available in OneView. Achievements in this new role: - Successfully Delivered the Flight Enhancements Project ( Survey rate 4.0, as maximum 5 ) - Implemented the Global Services PM Dashboard ( in Latin America ). - Successfully coordinated the Siebel Support Team in Brazil ( Team created and tasks transitioned to new responsible ) - Successfully migrated 291 applications to Global Ticket Tracking tool. Support Model implementation in progress.

- Led the WEB/BI Team by managing team members (J&J nd Vendors), tasks and providing technical leadership. - Increased team size in 6 new contractors, 3 of them where off-shore in TCS-Uruguay and 3 from On-Set Brazil. - Led the ITSM Implementation Project in LATAM by leading the BI Team - Responsible for the GS-LA New Hardware environment. Managed the whole process: technical definition, quotation, procurement, implementation and applications migration to the new environment. - Credo Action Team: Lead of the "Career Advancement" team.

Part of the former 5 team members that created the 1st off-shore software development team in LATAM for Johnson & Johnson (ASSC) Transitioned several applications development and support from North America to Brazil Worked in critical finance projects for Consumer North America and Consumer Europe

- Responsible for development and support of supply chain reports for US and Latin America. The reports were base in WEB Technology ( .NET, ASP, Java , OWC ) using the MS-Analysis Server + SQL Server 2000. - Part of the "Global EDW Project" ( Global Enterprise Data Warehouse ), which goal was integrate all existent data warehouse in HP Supply Chain.

VB + SQL Server developer for several bank automation tools. Responsible for software implementation in several bank agencies and back-offices in Brazil Part of the team that developed the self-service for cash/check deposit in ATMs

On-site support analyst at SABESP Call center providing support in hardware maintenance, network, software small enhancement and customer training

Responsible for installing and supporting the automation sales software in our external customers.