Provide strategic and operational support to assist the Train Service Delivery department in achieving organizational goals and objectives, overseeing business Key Performance Indicators and benchmarks related to performance and driving internal process improvements.

• Managed the evolution of Delivery KPIs across various reporting levels, including Scrum teams, Agile Release Trains (team of teams), and Executive leadership.• Provided monthly Executive Delivery KPIs Reports to the IT & Digital Senior Leadership Team. These reports included dashboards and insights on critical Executive level KPIs such as Responsiveness, Predictability, Velocity, Throughput, Throughput Distribution, PI Earn & PI Burn, and Load or WIP.• Led education & adoption sessions for new delivery teams during their Agile Enablement onboarding journey, focused on implementing and managing Delivery KPIs effectively.• Mentored and provided ongoing support to Scrum & Agile Release Train teams on the use of Delivery KPIs Dashboards and best practices around Agile Enablement processes for JIRA usage. Feedback was actively sought to identify areas for improvement.• Supported Release Train Engineers and Scrum teams in utilizing Delivery KPIs Dashboards. This involved drawing insights from dashboard reviews and preparing Executive Dashboard commentary.• Defined and implemented the automation of Quarterly Executive Delivery KPIs Dashboards using UIPath. Collaborated with RPA (Robotic Process Automation), Data Management, and Jira Support teams, resulting in a significant reduction (97.8%) in the time spent creating dashboards during report generation. This project was utilized in achieving my Six Sigma Yellow Belt certification.• Established and managed Confluence Spaces for Knowledge Management, fostering a culture of knowledge-sharing.

• Implemented the Scaled Agile KPI Framework: Spearheaded the adoption of the Scaled Agile Framework (SAFe) Key Performance Indicator (KPI) framework, enabling data-driven decision-making and performance evaluation.• Mentored Agile Teams: Provided guidance and mentorship to Agile teams, fostering a culture of continuous improvement and agility.• Supported Tech Hub Value Management Team: Collaborated with the Tech Hub Value Management Team to deliver strategic initiatives across multiple lines of business using SAFe principles. • Team received Business Excellence Award Nomination: Recognized for outstanding contributions, our Tech Hub Value Management team played a critical role in supporting the Scaled Agile Transformation. We successfully transitioned key accountabilities from vendors to Rogers’ ownership, operationalized value tracking with a framework for agile delivery KPI measurements, established financial reporting structures, and drove capital spend planning. Additionally, we contributed to building the Tech Hub Onboarding process, ensuring seamless adoption of Agile practices for new teams.• Coordinated Business Value Workshops: Facilitated collaborative meetings with new business teams to define and implement initiative-specific value Key Performance Indicators (KPIs).• Designed Tech Hub Confluence Space: Created a collaborative digital environment to enhance communication and knowledge sharing within the Tech Hub.

• Digital Intake Process Coordination: Streamlined the Digital Intake Process for initiatives, enhancing prioritization of new capabilities within the Digital domain. This resulted in improved visibility of active projects, dependencies, and backlog, enabling timely assessments by assigning requests to Digital Channel Owners. • Enhanced Financial Management: Revamped the process and tools for monthly financial management of Sustain & Operate projects, leading to significant time savings. Recognized with a Business Excellence Award nomination for outstanding contributions.• Project Governance Support: Assisted PMs and Scrum Masters with estimating, approvals, and project creation and maintenance using financial and project management tools.• Standardized Project Processes: Administered the establishment and maintenance of standard project management processes, including adherence to PMI methodology, timeline definition, risk analysis, performance measurement, and cost tracking.• Digital Capital Planning Reporting: Supported consolidation of portfolio forecasts for Digital Capital Planning.• Digital PMO Space in Confluence: Designed, implemented, and maintained an up-to-date central repository in Confluence, serving as a reference and providing training on Confluence best practices.

MOC - Main Operations Centre - Project Coordinator• Promoted and facilitated discussions to solve issues involving the 56 functional areas of the Rio 2016 Organizing Committee, IOC, and IPC, and ensured that they were efficiently resolved, escalating to the executive level when necessary• Led tasks forces, supporting the scope and schedule management, promoting meetings with the functional areas involved in the resolution of the issue, elaborating meeting minutes for the correct communication of the evolution of the involved and impacted parties, monitoring the actions in progress, and recording the relevant information in the Clarity system• Integrated and coordinated responses at the tactical level with support from coordination centers• Provided daily status reports to SLT, IOC, IPC, external partners, and stakeholders, analyzing trends and anticipating future actions• Supported the Games operations by providing information, coordination, resolution of critical incidents, and reporting

Project and Portfolio Management; Project Governance; PMP Practice; tracking of RAID (Risks, Action items, Issues, and Decision log) log items, Change Management; Report/ Monitor Progress and Project Delivery status; CA Clarity PPM; MS Project; Agile Methodology; Executive Status Reports of Portfolio progress, and Risks and Issues tracker• Responsible for planning, monitoring, and controlling projects/ programs from 10 functional areas • Coordinated and facilitated ad hoc task force meetings, establishing priorities to ensure objectives were met, recording the meeting minutes and action items• Increased transparency on the progress of the Committee's activities by sharing status updates with all stakeholders• Improved prioritization and decision-making based on actual measurements and future plans • Increased control through proper planning and execution monitoring, creating more reliability• Promoted integration in the Committee by mapping the dependencies between functional areas and progress reports, so we were able to coordinate cross-functional work and improve team collaboration

• Contributed to the planning. design, and implementation of the Project Management Office department• Collaborated with the definition of the project management methodology based on the PMBOK/ Agile methodologies (focused on risks and issues management, and program integration), and Project Management Governance, as well as in the implementation of the project management system (CA Clarity PPM).• Conducted training to project managers and staff on Project Management Practices, Risks and Issues Management, CA Clarity Project, and Portfolio Management (PPM), and MS Project• Created detailed schedules/ project plans for 10 Functional Areas: Accreditation, Accommodations, Arrivals & Departures, Cleaning & Waste, Event Services, Food & Beverages, Language Services, Logistics, Press Operations, and Uniforms• Monitored and controlled progress of project milestones, risks, issues, dependencies, change requests, and all program/ portfolio deliveries throughout the project life cycle• Provided monthly Status Reports to the Senior Leadership Team and main stakeholders

Oi Telecom Project - Implemented and customized the IBM Rational Team Concert (RTC) tool in order to support critical project management processes of Application Outsourcing Services and Systems Integration Consulting Services, such as project risk management processes, change requests and work requests. Achieved reporting cycle-time improvements that significantly improved stakeholder satisfaction, and enabled increased project status visibility, and reporting frequency, with no additional costs. (Sep12 - Dec12)Carso Global Telecom Project - Responsible for the development and implementation of the Executive Status Report, and for monitoring and controlling the financial and project indicators, reporting directly to Senior Management. (Aug12 - Oct12)

• Developed and implemented an Executive Status Report, adapted to the Accenture Delivery Methods Quality Standards, to meet Executives’ needs related to the projects’ metrics and indicators• Leader of the Facilitators Team (PMO representatives in each of the 15 project teams), planned, monitored, controlled, and validated project management activities• Focal Point of the Oi Telecom Project to Accenture's Global Product and Process Audit Team, worked in partnership with Auditors to ensure all project documentation was secured and approved quarterly and at each stage gate review. Refined products and processes according to CMMI/ Accenture Delivery Methods quality standards. Developed and executed action plans in response to the audit results• Trained all project teams on Accenture Delivery Methods, Quality and Process Improvement/ CMMI, Risks and Issues Management, Process and Products Quality Assurance, and MS Project• Supported the implementation of the Accenture Delivery Methods (policies, methodologies, templates, and lessons learned) for managing projects, ensuring compliance with organizational practices• Service Management; Methodology; Process and Product Quality Assurance; Process and Product Audit; Quality and Process Improvement; Coaching; SharePoint; MS Project.

• Supported the implementation of the Accenture Delivery Methods (policies, methodologies, templates and lessons learned) for managing projects, ensuring compliance to organizational practices• Provided guidance and support on how to manage projects, training project teams in Accenture Delivery Methods, Quality and Process Improvement/ CMMI, Risks and Issues, Process and Products Quality Assurance, and MS Project