Denise Lima de Oliveira

Reporting directly both to the regional CIO and to the local COO and leading five direct and thirty indirect subordinates, is currently responsible for strategy definition, leadership and digital transformation implementation of the AIG IT Area, noting that the milestone was established through the restructuring of the entire model of support and maintenance of legacy systems (cost reduction of about 50% and extreme improvement of the level of service) and implementation of Agile model of development and implementation of systems. She was equally responsible for updating all financial systems by the elimination of unsupported versions and reduction of vulnerabilities, which resulted in savings of 30% on operating processes for the backoffice area (this package of systems was incorporated to the new sustainability model, and that caused 20% reduction of costs with L1, L2 e L3 in 15%, increasing service levels). She was also in charge of designing and building the new broker portal, which resulted in a 50% increase in sales and the activation of more than 3,500 brokers´ for new AIG partnerships, a scenario associated with significant cost reduction vis a vis previously used online sales tool. Senior Business Transformation Manager – March, 2015 to Jan, 2017 Reporting to the head of the Consumer Lines and leading a team of three direct and eighteen indirect subordinates, was responsible for the management and implementation of the projects´ portfolio for the retail lines (strategic planning, improvement of processes, creation and assessment of business cases, financial feasibility analysis, approval of funding in global investment forums for projects, design of technical solutions, cost control, and corporate communications). She was also responsible for leading "c" level steering committees, both regional and local.

- Banco Original, start-up, Executive PMO, 11/2014 to 02/2015 Reporting to an EY Associate Partner and leading seven subordinates, was responsible for all program management activities, e. g. planning, team leadership, integration, change requests, cost control, executive and management reporting to C level Evolution Committees of the bank's implementation. - AIG Seguros - GDMS Brazil - project manager - 03 to 10/2014 Reporting to the directors (i) Executive EY, (ii) AIG Claims and the Associate Partner in London, having led three subordinates to all project management activities, e. g. planning, leadership of local and global teams (Mexico, Colombia, USA, UK and China), RAID control, integration, cost control, change requests, reporting and management of communications. leadership of management committees and executives (regional and local, C Level). - Porto Seguro Insurance Co. - Sales Portal - project manager, 08/2013 to 03/2014 Reporting to Executive Director EY, Production Director PS, to the Superintendent of Systems, Superintendent of Corporate Projects, having led fifteen subordinates, with attributions identical to those of AIG previously mentioned. - Bank of Tokyo New Treasury Front Office System – project manager- 06/2013 to 07/2013 Reporting to the Treasury Manager and the Executive Director EY with attributions identical to those of AIG previously mentioned, besides the generation of managerial and executive reports.

- Banco Original´s Start up, business case evaluation process - project manager, 05/2013 to 06/2013 Reporting to the Associated EY Partner, having led three subordinates to promote evaluation of (i) IT model Versus operating model and (ii) IT investment model Versus budget - Porto Seguro CRM Insurance and Unified Data Base of Individuals (data quality) - project manager - 05/2012 to 04/2013 Reporting to Executive Director EY, she headed the so-called "War Room", which was composed of fifty professionals divided into 8 work fronts, having attributions identical to those of the Bank of Tokyo mentioned above. - Itaú Unibanco - Implementation of the new IT governance model - Senior consultant - 03/2012 to 04/2012 She was responsible for the strategy of training the multipliers, as well as ensuring the formation of IT teams. It was also her responsibility to prepare the analysis and diagnosis of the main gaps identified in the "first wave" of the project. - Santander Bank Project Management Panel - senior consultant - 08/2011 to 02/2012 Responsible for designing and designing project models in order to support the team of engineers and Operational Resources Area in the deployment of new branches and ATMs, and implementation of project management panel (with metrics and KPIs established with the objective of determining the "Health" of the Program).

Reporting directly to the COO and with a team of 03 employees, she was the leader responsible for the pre-sales process for e-commerce, behavioral marketing and business intelligence solutions. She also served as a Systems Engineering leader with a focus particularly in the development lifecycle. She defined the operational model (from a broad knowledge of the SaaS model [Software as a Service] and startup planning of the operations, as well as developing new products for e-commerce and behavioral marketing and customers.

Requirements Leader, SABESP - Project ref to the care given to the virtual client.Reporting to the prime segment manager, she acted as an independent consultant in this project, having led two subordinates, and was responsible for the evaluation and management requirements, as well as for the FPA [Function Point Analysis].

IT Specialist > SCM Leader (Software Configuration Management) Santander Bank – Santander Account SCM [Software Configuration Management] Leader dedicated to the Santander Bank. Reporting to the Project Architect, she was responsible for implementing the SCM (software configuration management) process for all 22 projects of the Santander account, including the software factory. Member of the CCB [Configuration Control Board]. Banco Itaú - Real Estate Credit System - from May 2008 to July, 2009 Reporting to the Project Manager and with 3 subordinates, she was the leader of the SCM (Software Configuration Management) team, as well as being responsible for defining and implementing processes and tools for configuration management and change, which, in the Itaú, were used for the real estate credit system. She led the SCM team [Software Configuration Management]. Systems Analyst, from 08/2006 to 05/2008 Reporting to the Project Manager, she was responsible for analyzing and surveying requirements of the following systemic modules: (i) issuance of Contracts, (ii) management of Contracts, (iii) reports, (iv) recovery and management of guarantees, (v) accounting, and (iv) Insurance, having been promoted to CCM [Change and Configuration Management] Leader in May 2008.

Tech Support Analyst > Tech Support Coordinator