Danielle Da Silva Email & Phone Number

São Paulo, Brasil

São Paulo, Brasil

Brazil, São Paulo

Report to Brazil General Manager representing LATAM Unit▪ Scope: Management of business and market information for the health segment with emphasis on Medical Devices, using several internal tools and public sources as database. Management of multidisciplinary teams leading projects to implement dashboards and reports, implementation of business review cycles involving all levels of the organization, forming the complete program of Management Information System for Medical Devices.▪ Main achievements:o Implementation of the tool to capture procedures carried out by distributors and service providers for visibility of operations in the healthcare market, identifying new and best practices to be replicated in other clients and regions.o Delivery of 09 (nine) market studies for the states (GO, SC, AM, RO, RR, PA, TO, AC, AP), presenting the market potential with specific business opportunities, considering the resources available at the time of the studies, such as: Technicians, Hospitals, Physicians, Health Plans, Prevalence versus Population.o Conclusion of productivity studies in 4 dimensions (technical advisors, service providers, equipment and distributors)o Creation of reports and dashboards in Salesforce and Power BI. And definition of KPIs for measuring the strategic and tactical plan.o Modeling of Variable Compensation Programs for sales teams, replicated in LATAM.o Creation of Summaries by Physician demonstrating the current situation and opportunities for growth based on the behavior of using products and types of procedures performed.o The Business Case for outsourcing the OPME operation in Brazil.

Brazil - São Paulo

Report to Brazil General Manager representing LATAM Unit▪ Scope: Managing a team of 20 people, gathering Market Intelligence, sales force productivity, sales forecast management and revenue closings. Management of all contractual modalities and the OPME process, starting with the quotation of materials, carrying out procedures, going through the stages of documentary proof until the release and recognition of billing, together with all hospitals and healthcare operators.▪ Main achievements:o Hiring people and redefining the scope of work for the composition of the new area in the organization,o Creation of processes and implementation of management tools, giving visibility to critical customers and gaps in the operation,o Identification of providers of tools and systems for process automation and operation steps,o Recovery of 80% of old implantables and not billed (INB), resulting approximately 20% of annual billing that was labeled as lost revenue.International travel:▪ USA - Texas: Planning, Business Review and Annual Sales Meeting Canada and LATAM / 2020

Brazil, São Paulo

Report to Brasil Services Vice President▪ Scope: Management of a team of 4 people, responsible for forecast management, new business pipeline, sales performance, risks and opportunities, mapping of key decision makers and influencers into the customers in relation to SAP interlocutors. Planning and territorial distribution of sales quotas. Management of the accuracy of the monthly revenue. Training of the sales team and monitoring of business management metrics in SAP CRM.▪ Main achievements:o Creation of the Key Decision Makers and Influencers Map into the Customer and SAP interlocutors (involving all role levels),o Creation of groups in Trello by business to manage forecast to obtain status and speed-up contract´s closing, with a success rate of 70%,o Creation of a new dashboard of current performance versus future forecast, contributing to decision making, anticipation of contract´s closing and visibility of the accurate forecast.

Lahq - Brazil, São Paulo, Jk

▪ Scope: Coordination of a team of 3 LATAM Financial Analysts located in Guadalajara-Mexico. Expense center management of 19 service units in 3 macro regions of Latin America (Brazil, Mexico and SSA), focusing on SG&A and E/R.▪ Main achievements:Redefinition of expense centers and allocation tables in LA making accurate expense apportionment across lines of business and across countries.Leadership in the negotiation of service expense apportionments with CFOs in Latin America, successfully accepting the apportionment, ensuring the recognition of expenses within the accrual period.International travel:▪ Mexico - Guadalajara: Restructuring of Shared Expenses Model for IBM LATAM / 2018

São Paulo Area, Brazil

▪ Scope: Sales performance management for development platforms in the Startups and Developers segment. Supporting the executive line with the generation of executive panels and presentations.▪ Main achievements:Definition of KPI's and the Management System for the new Ecosystem business.Identification of growth opportunities via BI implemented.

Brazil - São Paulo

▪ Scope: managing a team of 20 people, responsible for the sales operation of 19 Business Units, interacting with 9 peers (commercial managers). The main attributes were: Forecast and new business pipeline management, generation and dissemination of sales performance, risks and opportunities, creation of the decision map and influence of customers. Planning and territorial distribution of sales quotas, monthly revenue management. Training of the sales team and monitoring of business management metrics in reports and dashboards in Excel. Leadership in the management of expense centers and recovery of expenses with business lines as sponsors of the digital sales channel.▪ Main achievements:- Redefinition of assignments and people within the team, meeting the demand of internal customers (Commercial Managers) and the leadership of the Digital organization,- Sales force training,- Forecast management and sales closing for the 19 business units,- Consolidation, reporting and presentation to IBM's executive leadership and monthly board.International travel:▪ Colombia - Bogotá: LATAM, IBM LATAM / 2016 and 2017 Digital Sales Convention.

Brazil - São Paulo

▪ Scope: Coordination of a team of 4 financial analysts, responsible for financial management and analysis of the P&L of several IT service contracts (Infrastructure and Outsourcing).▪ Main achievements:Planning and control of revenue budgets in the order of US$1 billion for the IT service business lines.Definition of revenue and cost forecasts, as well as presentation of P&L and performance indicators for the Executive Board of each business unit.Contribution in the renegotiation of a large Outsourcing contract, generating benefits for the client with a reduction in the final cost of IT and for IBM with an increase in the contractual scope and monthly revenue, through the transfer of services performed by other suppliers.International travel:▪ USA - New York: Second Annual Planning of the Santander Global Outsourcing contract / 2009▪ UK - London: First Annual Planning of the Santander Global Outsourcing contract / 2008▪ Argentina - Buenos Aires: Migration of the LATAM Accounting Area / 2005

Usa-Miami And Bra-Curitiba

▪ Scope: Financial management of cost, revenue and profitability of oil distributors in the Caribbean, through forecast control and financial results, providing analysis and performance reports.▪ Main achievements:- Migration project of financial control activities of oil distributors in the Caribbean from the office in Miami-USA to the office in Curitiba-Brazil,- Project to implement the transition between ERP systems (from JDE to SAP).International travel:▪ USA - Miami: Migration project for the Financial Controllership Area (from Miami to Curitiba) / 2003.

Brazil - Curitiba

▪ Scope: Reconciliation and accounting adjustments in the Group's proprietary systems. Analysis of deviations in expenses and revenues of group companies. Realization of monthly financial reports through the Hyperion system for UK Headquarters, following review conference calls, deviations and action plans.▪ Main achievements:Participation in system reviews for the implementation of CPMF tax control and deduction.International travel:▪ USA - Buffalo: Standardization of Financial Reports, Metrics and KPIs based on UK GAAP / 2001