Verena Wucherpfennig

Full project lifecycle management, from planning to closure — currently leading the implementation of the Odoo ERP at Nigro Company. Conducting due diligence, including assessment of the current state, project management maturity diagnosis, and identification of risks and opportunities.

Part of the Services Department, was responsible for managing the CSC (Shared Services Center, post-privatization) Transformation project portfolio, working on everything from business vs. needs analysis to planning and end-to-end demand management. Highlights include the implementation of portfolio management; a new telecom management system; the launch of a new travel platform; and the replacement of the leased fleet model with a company-owned fleet, generating savings of 14% in EBTDA. Key activities: + Project pipeline governance, structuring delivery schedules; + Structuring and disseminating operating methodologies for each project; + Management of delivery schedules, sprints, approvals, and tests; + Interface with all strategic areas of the company, enabling deliveries; + Leadership of a multidisciplinary team and weekly portfolio report.

In the Commercial Department, was responsible for structuring/implementing CRM and BRM (BSS - Business Support Systems) with a direct impact on the Sales, Pre-Sales, Customer Relations, and Finance teams, totaling over 2,500 people. Key activities: + Project strategy planning, working on all fronts + Structuring/implementing CRM for the Sales Force platform and BRM for the Oracle platform + Interfacing with all strategic areas of the company, enabling project delivery + Working with the Safe (Scaled) and Scrum methodologies + Mapping/reviewing area processes, ensuring that CRM and BRM meet each of their needs + Structuring/managing delivery schedules, as well as approvals/tests + Looking at performance, structuring indicators (OKRs) and evaluation models + Project budget management: revenue, cost control, suppliers, etc + Support for the M&A/Spin-off process from Oi to V.tal + OKR management, structuring, communicating, and acting on deviations + Leadership of ~7 Squads, with ~400 people involved

International experience, living in Berlin and working with: + German language study + Temporary work to learn the language and the local culture + Volunteer work + Maternity leave

Member of the Commercial Board's Transformation Office team, served as PMO in operational efficiency demands, leading fronts for IT projects and new channels (operations), with emphasis on his leadership in the Call Center, Kiosk Channel, and the company's new Compensation System structuring projects. Highlights include the implementation of weekly governance and reports for the Board of Directors and the President; a new compensation management system; and the launch of a new sales channel. Key activities: + Planning the project portfolio, aligning it with the business strategy/OKRs + Structuring of delivery schedules, sprints, and approvals + Interface with various areas of the company, aligning demands with the needs of each + Control of project budgets, acting on deviations and needs + Presentation of results to the company's executive committee + Indirect leadership of 14 project coordinators

+ Caring for her elderly parents + Realize the dream of traveling around the world, 20 countries on 4 continents

Member of the SSC (Shared Services Center), responsible for managing projects for the structuring/migration of systems, infrastructures and Facilities, working from the analysis of business needs, to the structuring of processes, schedules and Performance, with emphasis on her leadership of system migration projects, new factory structures, and remodeling of People structures, with an impact on +1K people. Key activities: + Management of the CSC project office + Strategic project planning + Migration of factories (Curitiba plant and Macaé, RJ) + Review of all the plant's facilitation contracts, generating cost/operational efficiency + Support for Aker Solutions' M&A/Spin-off process in Brazil, implementing IT solutions + Implementation of ADP's new payroll system + Interface/executive meetings with the head office in Norway + Leadership of 19 people (4 direct and 15 indirect)

Responsible for LATAM Supply Chain Innovation projects in the Home Care segment (washing powder), working from business analysis and launches (innovations) to preparing operations for these launches, working on aligning infrastructures, processes, products, etc. It stands out for its management in the structuring of products in a new plant in Colombia, with more than 700 employees impacted, and involving 5 countries. Key activities: + Planning projects, deploying them in Latin American countries + Looking at product/portfolio launches, programming actions/changes in operations + Structuring schedules, sprints, approvals, Go to Market, etc + Interface/executive meetings with LATAM countries and the head office in Switzerland + Indirect leadership of 21 people

Management of the Bank's 100% Project Office in the Car Financing segment. Key activities: + Strategic planning of the area, with a focus on business efficiency + Structuring projects, working on the entire delivery schedule + Project leadership for HR, Marketing, Operations teams, etc + Managing 48 people (8 directly and 40 indirectly)

Leadership of projects in the Shared Services Center/SSC and manufacturing, with the main core projects being BPO (Business Process Outsourcing) and Logistics, leading 150 people indirectly.