CV_Solange_English Jan 2017

Solange Cardoso Bulhões Zein
Sorocaba – SP Brazil
55 11 9 9965-6593 (cel)
55 11 9 7279-9106 (messages only – Contact Mr Henrique)
Solange.zein@gmail.com
Career Aspirations:
• Manager / Leader - Organizational Change Management / Transformation Management
• Senior Consultant - Organizational Change Management / Transformation Management
___________________________________________________________________
I´m an expert to provide the organizations with the professional services using PMI and ASAP methodologies in the way that the transformation
processes caused by organization changes could be done in a smooth way, making the transaction time less impacted as possible. I´m used to
execute the Change Management deployment in the companies, especially when it comes to Communication, Stakeholder Management, Change
Impacts and Training.
The main aim for me is the creation of change strategy for strategic transformation initiatives driving company productivity targets and activating
the company Operating Model; designs, develops, and delivers organization communications to support transformation initiatives.
Skills and Competencies
• Results oriented (demonstrates perseverance and resilience towards reaching objectives, confronts and works to resolve tough issues,
exhibits a can-do attitude and a disposition to face significant challenges);
• experience in large-scale transformation initiatives that include components of globalization, outsourcing and process improvement
• Leading Change, Facilitation, Relationship Management, Risk Management, Program/Project management, Verbal and Written
Communication;
• Ability to manage multiple tasks simultaneously;
• Works collaboratively with others;
• Ability to manage Projects and leadership skills;
• Ability to travel;
• Bi-lingual in English and Spanish (basic).
Accountabilities:
• Spearheads the design and implementation of change strategy and key deliverables
• Supports the implementation and sustainment of appropriate sponsorship forums for key stakeholder groups
• Advises the local organisation in the smooth transition from “as-is” to “to-be” state
• Oversees the design, development, and delivery of organization communications to support transformation initiatives
• Advises the local Business Process Owners in managing and coordinating changes to local business processes and systems
• Spearheads the effective communication with stakeholders regarding the scope and impact of the expected changes
• Advises customers and sponsors on appropriate solution design strategies
• Advises on the proposals and other documents in support of solution design
• Performs ongoing impact assessments across multiple stakeholder groups
• Develops and implements change leadership toolkit(s) with which to equip the International markets, regions, and service areas to
support their transition and evolution into steady state for all transformational initiatives
• Oversees best practices sharing and collaboration across / between the service areas and global team
• Integrates communication and training plans with global change management plans
• Recommends solutions to mitigate changes, risks, and business impacts at the program level (includes sponsorship, motivation,
managing resistance, and communication plans)
• Champions, and is viewed as an expert, on change leadership methodology and tools
• Serves as change leadership expert and advisor to global and sector leadership; leverages wide network and experience to
accomplish goals
• Establishes measurement approach and leads the development of the processes and tools to measure effectiveness of change plans
• Apply global Change Leadership methodology to the Projects so as the full benefits of the outlined changes are realized;
• Partner with the project team, functional SMEs and also with HR in the execution of stakeholder management and change impacts
plans and activities in line with the Change Management Office (CMO) directions/methodologies – Only when I´m responding to a Global
CMO;

• Identify issues and risks in the relevant areas and communicate GP or Global CMO, accordingly;
• Provide training solutions on WPB and SPP U-Perform (classroom and virtual platform), in a management level;
• Provide training of Leadership topics, such as Team Building and Human Development, Time Management, Solution Problem,
Planning, Delegation, Change Management, Performance Appraisal, Coaching among others;
• Provide the “Train the Trainers” sessions to Human Resources coaches;
• Make all the necessary review/recommendations to global Leadership Programs, work with all areas of instruction, when it required.
• Participate on the standardization effort of Leadership Training for the customer, wherever it is. Responsible on the delivery of global
Leadership Training, as part of a consistent plan.
• Ensure that instructional interventions driven to local or global solutions is properly delivered to the impacted regions, according to the
parameters, deadlines and costs agreed with the company.
• Administrate Partners who manage learning and HR to offer a training to complement the specific objective of the business unit and
Management objectives.

1. Professional Experience
OCM Manager (Capgemini) April 2016 to October,
2016
PEPSICI Foods -
It was a Global implementation of SAP ECC & Mastersaf Project that has the objective to maximize the company compliance about the
Brazilian law, respect to the products that they produces, sales; The imported components that are used to produce new items and the
manner of how they keep them and distribute them around the country . I arrived at the Project in the end of Realization phase.
Communication, Training and Impacts management were my responsibilities. The complete go live of the Project have happened from
October, 2016 to January, 2017.
My role was within the management team of the Capgemini. My responsibilities included all subjects related with change management such
as:
- Organizational Alignment
- Communication (internal and external team of the company)
- Training - end users only the multipliers (Business Processes) – Identification, planning, strategy, preparation, Control the realization
and supply managers with indicator about the training performance
- Organizational Impacts – Identification, analysis and communicate the managers about them.
OCM Manager (Independent) April 2015 to January, 2016
COOPA – Cooperativa Agropecuária de Patrocínio
It was an implementation SAP ECC project to deliver a complete integrated solution for 14 different Business Units at the organization such
as Gas Stations, Supermarkets, Animal FOOD manufacture, agriculture tools and machines shops, milk derivatives manufacture among
others. The Go live was on first of January, 2016.
During the last 9 months I was working as COOPA´s Change Management Leader, to deliver Organizational Alignment, Stakeholder
management, Organizational Impacts Management, Communication, Change Headiness and Training. My role was within the management
team of the COOPA. My responsibilities included all subjects related with change management such as:
- Integration and Mobilization of the Project Team
- Stakeholder Management and the Change Network
- Organizational Alignment
- Communication (internal – focused on the project and external team of the company and its partners)
- Training - end users over 5 different sites in the state (Business Processes) – Identification, planning, strategy, preparation, Control the
realization and supply managers with indicator about the training performance
- Organizational Impacts – Identification, analysis, Support to build the Action Plans and monitoring the mitigation of the impacts.
A Raymond do Brasil
It was a Global project and it was a Rollout solution with lots of development. The language of the project was the English, because the team
of the project was composed by: Indians, Americans, French, Germans and Brazilians. I had worked as the Change Manager Leader at
ARaymond do Brasil, to deliver an ERP, SAP solution (MM, FI, CO, SD, PP, PM, Synchro, E-Commex, WM). My role was within the
management team of the ARaymond do Brasil . My responsibilities included all subjects related with change management such as:
- Training - end users over 5 different sites in the country (Business Processes)
OCM Manager (SAP – Blendit Consultant Company) Jan 2014, to August 2014
Itaú Bank
It was a takeover Project for a Holding of Itau Company. I had worked as the Change Manager Leader at Itaú ERP Project, to deliver an ERP-
SAP solution (MM, FI, CO, GL, FI-AA, PP, PM and FI-TR) implementation. My role was within the management team of the Program. My
responsibilities included all subjects related with change management such as:
- Integration and Mobilization of the Project Teah
- Training - 86.000 end users has to be trainned in all cities of the country. It was a challenger because of the technologic rules
stablished and the number of the people.
OCM Manager (Latapack) May, 2013 to Dec, 2013
Latapack Ball do Brasil
I had worked as the Change Manager Leader at Latapack Ball do Brasil, to deliver an ERP, SAP solution (MM, FI, CO, SD, TRM, PP, PM,
LES, and QM) implementation. My role was within the management team of the Latapack Ball Brasil . My responsibilities included all subjects
related with change management such as:

OCM Manager (Capgemini - SAP Partner) July, 2012 to Jun, 2013
Roge Distribuidora Mar, 2013 to Jun, 2013
I had worked as the Change Manager Leader at Roge Distribuidora, to deliver an ERP SAP solution implementation. My role was within the
management team of the Consultant Capgemini. I´d worked at this project during the phases of: Preparation, Business Blueprint, and part of
Realization. My responsibilities included all subjects related with change management such as:
- Plan and execute Communication (internal – focused on the project and external – focused on the company and partners)
- Training – initial users (SAP Modules) and end users (Business Processes)
- Organizational Impacts Management (mapping and The Mitigation Plan) and
- Stakeholders Management
Bradesco – Banco Brasileiro de Descontos S/A Dec, 2012 to Feb, 2013
I had worked as the Change Manager Leader at Bradesco, to deliver an HR-Security and Helth SAP solution (HS) implementation. My role
was within the management team of the Consultant Capgemini. My responsibilities included all subjects related with change management
such as:
- OCM Plan
- ASAP Methodology
- Strategy of End UserTraining
- Communication Plan
- Stakeholder Management Plan
- Strategy to Map the Organizational Impacts
- Strategy to Mitigate the Organizational Impacts
LBR Lácteos do Brasil July, 2012 to Dec, 2012
I had worked as the Change Manager Leader at LBR Lácteos do Brasil, to deliver an HER-SAP solution (MM, FI, CO, SD, TRM, PP and QM)
implementation. My role was within the management team of the Consultant Capgemini. My responsibilities included all subjects related with
change management such as:
OCM Manager (Ultracon is one of Indra Consulting Company – Spanish SAP Partner) October 2010 to July 2012
I´d worked for Ultracon, a SAP partner, as OCM Manager, as part of the consultant team of many project, such as:
BBMAPFRE January 2012 to Jun 2012
I had worked as the Change Manager at BBMAPFRE, (strategic partnership between Banco do Brasil Seguros and Mapfre Seguros - both
insurance companies), to deliver an ISU-ECC solution implementation (CO, FI-GL, FI-AP,SD, TR, MM-PUR, MM-IM, FI-AA, BPC, FS-CD,
CLM and SSM). My role was OCM manager working with Indra Politec consultant team. This project will be implemented in 3 different waves
and I´d worked in the first one, just on the Preparation and Realization phase.
My responsibilities at that project included all subjects related with change management such as:
- Communication (internal – focused on the project and external – focused on the company and partners)
- Organizational Impacts management and
- Stakeholders Management
It´s part of my activities to prepare the strategy, to plan activities according with the phase, to define all templates we need, present the
subjects to costumers, control the quality of the deliverables and the schedule. It´s also my responsibility to promote the project´s Team
integration.
ELETROBRAS (The national regulatory authority - Energy) August, 2011 to December, 2011
I had worked as mentoring the Change Manager of that project, to deliver an upgrade of ISU-ECC solution and ISU-HCM and Portals
implementation. My role was within the management team of Indra Politec. The solution is been delivered since November 2011 until now.
BNDES (Brazilian Development Bank) Abril, 2011 to December 2011
I had worked as the OCM Manager at BNDES, to deliver an ISU-ECC solution implementation, during the first wave. My role was within the
management team of Indra Politec. The go live happened at the end of 2011.
My responsibilities at that project include all subjects related with change management such as:
- Communication (internal – focused on the project and external – focused on the company and its partners)
AES Eletropaulo October 2010 to October 2011
I had worked as the Change Manager at AES Eletropaulo, to deliver an ISU-PLM solution (PS, PA, CO, PM, FI-AA, IM) implementation. The
solution had be integrated with another system called GIS – Geographic Information System. My role was within the management team of
Indra Politec. The go live happened in the end of 2011, as it was planned.
My responsibilities include all subjects related with change management such as:
- Communication (internal – focused on the project and external – focused on the company and its partners)

OCM Manager (Capgemini - Franch SAP Partner) July, 2010 to October, 2010
Fibria July 2010 to October 2010
I had worked as the Change Manager at Fíbria (Votorantin Group´s Company that produces), to deliver an ISU-CCS solution upgrade and the
Best Practices. My role is within the management team of CPM Braxis (now is Capgemini Brazil). The solution has been delivered two
phases. The first GO LIVE was in the end of 2009 and the second one at Abril, 15, 2010. The project has been a merge of two companies
that used to be competitors. Both of them were SAP customers and they had two different version installed.
OCM was critical. I´ve arrived in the end of the realization phase. OCM team was totally lost because there was no manager before and
When I arrived the time to execute everything was very thin. Our aim was train people in many different Brazilian cities, and offshores (USA
and Belgian). Add to this a very nervous customer and 2 big companies inside a Fusion Process. It was a very important opportunity for me,
because we could use all my experience and made everything with success, working 4 months, 14 our daily journey every day.
OCM Manager (Ultracon is one of Indra Consulting Company – Spanish SAP Partner) October 2006 to April 2010
CPFL – COMPANHIA PAULISTA DE FORÇA E LUZ (Energy Company) April, 2006 to April, 2010
I had worked as the OCM Manager at CPFL (Companhia Paulista de Força e Luz), to deliver an ISU-CCS solution implementation (CRM, FI-
CA, MM, IM, BW). My role is within the management team of SAP Brazil. The Go live happened in two phases. The first GO LIVE was in the
end of 2009 and the second one at April 15, 2010.
I worked for Ultracon, a SAP partner, and my responsibilities included all subjects related with change management such as:
Preparation of an Executive Kick Off to present the project and it´s team to the CEO and his directors on all management levels;
Interview all stakeholders to understand their expectations about the project and record the synthesis of those expectations in the project
(RAM-RACI) document;
Prepare and present the best practices to the team, allowing them to prepare and participate in meetings;
Prepare and execute the plan of Integration events;
Contact the suppliers to identify the best local partners to help us with exercises in Human Resources development. Obtain quotations and
purchase services and products for events.
Approve every purchase with the managers and marketing department;
Prepare each event and present to the managers to get their approval;
Integration of the Project Team, promoting team buildings, Human Resource development exercises to help them to find the best way to work
together to make it easier to achieve project goals.
- Communication
Interview all members of the Executive and Technical committees along with the project sponsors to understand their expectations and fears.
Record the synthesis of those interviews in the project (RAM-RACI) document;
Present this document to SAP Project Management Organization (PMO) as part of the mandatory project documentation. This information
was then used to provide the guidance on understanding the organization players and to determine what will be the key benefits to each
stakeholder as part of the project implementation;
Define the way people will communicate each other during the project time, and determine who is the correct person to talk with depending on
the situation.
Define and maintain the project website to start the communication process with the company, giving them information about status, news,
events, decisions and progress of the project.
Define and control the execution of the Communication Plan, aiming at different audiences: corporation, customers and suppliers;
Define and control the execution of the communication plan concerning training classes;
Prepare and execute kick offs to communicate to leaders, managers and employees about such key events as training, go live, and other
important changes;
- Training and Infrastructure
Define and validate the Training Plan (strategy, Impacts and Communication)
Work together with the functional and technical teams to prepare the Training catalogue, detailing each training class, their content, the
duration, multipliers, sequential, pre requirements, profile of the trainers, presentation, documentation,
Define the acceleration tools (like Info PAK or SPP) to produce Training materials, such as software, resources, standards…
Elaborate End Users map by roles;
Define the profile of the multipliers, the support, monitors to each training class
Define the Instructor mapping;
Define the all Training infrastructure (links, hardware, software, furniture, infrastructure, local and remote support….);
Define the Training environment, identifying client numbers that will be necessary, time and how to execute the refresh, Matrix classes versus
clients;
Define the Training Program (what, when, where, who instructors, End-Users, and support team);
Prepare the Training Matrix
Define TTT (“Teach The Teachers”) plan, to prepare the instructors, monitors and multipliers;
Define and support the customer to produce the content of e-learning classes;
Integrate all team that will help us to build the environment, materials, support, infrastructure, Intranet, and local HR to co-ordinate the
schedule and the activities to guarantee the time and training quality;
Work with HR to produce the invitation list (for monitors, instructors and End Users);
Orient the Instructors (print material, Training Schedule, and logistic Plan);
Control the frequency of classes, the assessments, score levels;
Present all areas of information to the managers;
Adapt new events for training or other changes (that were not forecasted) to guarantee that knowledge transfer with the quality and timeliness
to facilitate the go live;
Prepare reports with the results and performance of the trainings (monitors, instructors and end Users performance);
Communicate the scores, performances and results of the trainings done;
Update Lesson Learned Report;
- Risk Committee

Acting as a member of the Risk Committee that was responsible to plan, identify, analyze the impacts and probabilities to mitigate the risks
that the Project were involved with, monitoring continuously, in a way to guarantee the success of the project;
Interview all work teams and business managers to identify the impacts that the new solution had to deliver to the organization;
Register all impacts and analyze and grouping them by area and level, to identify how to eliminate or mitigate them;
Prepare action plans to minimize and/or solve the risks and minimize the impacts, in the way to allow the company to absorb the new
solution.
My ad-hoc staff was composed of 18 (eighteen) professionals who work for the other 7 (seven) functional groups and 46 (forty six) multipliers
that were responsible to administer the trainings. There was a CPFL leader that was my partner for all activities related with Change
Management. We both report directly to project managers (from CPFL and SAP).
We also was supported from the Basis team, IT Infrastructure, Intranet team, Local HR, Marketing Team.
I have also had experience while working at Gerdau Global Procurement Project (Brazilian multinational company). This is global
system that was installed in 5 different countries. My role was a the Training manager for the sites outside of Brazil. In this role I prepared the
implementation strategy but was not the person who executed the plan.
In the same way I´ve worked for FORLUZ located in Minas Gerais. My role was to provide additional experience for the training manager
during the execution of the trainings. I built all training control, analyzed the performance and the score level, controlled the matrix of training
adapting it when necessary and identifying the problems with material production and training classes.
IT Business Manager 2005 to 2006
During this year I worked for Brasil Stratify and Ferramentas de Busca, (both companies held by the same owner), in the area of KM - Knowledge
Management, reporting directly to the CEOs. As background, I had previously worked to supply São Paulo’s market with Search and
Classification solutions. I was responsible for the Office in São Paulo until January, 2006.
My Focus was to amplify the participation of those companies in the Knowledge Management market, and my activities were:
- To prepare Business and Marketing plans for the region of São Paulo;
- To identify strategic partners to compose the Alliance indirect Sales group to commercialize our solutions;
- To Launch and present new products and services in São Paulo market.
My job was so successfully that the owners decided to merge these companies. However, one of the companies lost the rights to distribute the
products and it was necessary for them to stop all investments in new markets.
Executive Director at Verity do Brasil Ltda 2001 to 2004
I was responsible of all operation of Verity do Brasil Ltda, a joint venture between a Brazilian (MSV) and an American company (Verity Inc) that
was the market leader in Knowledge Management Technology. We had two offices, one in São Paulo and other in Brasilia. In the begin I was
responsible for all IT Services and Support, Human Resources, Marketing and Financial areas. After the second semester of 2003 until the end of
2004. I was also responsible for the Sales Department. I achieved my goals with great performance as the sales were 5 times larger than the
projected forecast.
One of my activities was to communicate to all global and local definitions, goals and objectives of Verity.
I also was responsible to implement the Support the Strategy definition to develop Education Partners, which will sale and delivery services. We
´ve support team to help partners to sale and implement solutions for their customers. We´ve also translate collateral marketing materials of the
products, website, and technical information brochures to guarantee the comprehension, that was very much appreciated by partners and
customers.
As I have the ability to work with conflicts and it helped me a lot to active good results working with alliances. It required me efforts of to manage
multiple and competing priorities and the ability to give quick and assertive answers to the players making use of a good communication. It made
me lead a good team, add value and get excellent results. Many of competitors worked as a time with me, transformed themselves as partners
(coo petition).
Verity do Brasil has a market share nine times larger than the competition during my experience as executive director. We had the accounts of
Prodesp, Boticário, Claro Telecom, Basf AS, Eletronuclear e Transpetro.
Verity Inc. was bought by Autonomy, it´s largest competitor in 2005.
Operations Director of Image Pro Consultoria e Informática Ltda 1993 to 2003
I was the IT manager from 1993 until 1998 and I´d the responsibility of the consulting team and all services. After 1998 I also had the
responsibility of the Alliance department, because of my skill to understand the needs of the customers and deal with them. I made a plane for
alliances and I invited many companies to a seminary, to show our partner plane, that allow different types of agreement. The results was very
good because we interested important relationships with partners from Rio de Janeiro, Brasilia, Belo Horizonte, Curitiba and São Paulo. We´ve
started to sale indirectly, and we signed very important agreements with companies like: Telefonica, Alpargatas Santista, BMF, Alcoa, Sul
América Seguros, CNPq, UNIMED amongst others.
My activities, working with alliances, was:
Define the Strategy to develop Education Partners;
Communicate the strategy, marketing plane, prices, education for partners;
Translate collateral marketing materials of the products, technical information brochures, and build and maintain the website;
Support partners to sale and design the solutions for their customers;
Present quotas, analyze forecasts, and control the sales;
Visit prospects in certain moments of de deal;
Analyze discounts;
Help them to prepare proposals for special customers;

Prepare all regional events;
Manage conflicts of the partners (territories, customers).
In the end of 1999, I was promoted to Operations director, responsible for: Finance, IT, Marketing and Sales Departments.
I was responsible for the realization of a turnaround operation, driving the strategy of the company to make the company profitable again, and to
pay all the debts accumulated in the previous period.
We gained the premium of best supplier outside of USA for 3 consecutive years.
About the company– Brazilian company medium size, specialized in supplying the market with solutions and products for CMS – Content
Management Systems (imaging, workflow, electronic signature and document management). This company was the pioneer in imaging and
workflow in our country, being the market leader for many years.
Other roles before 1993
IT Manager at Digitolog Consultoria e Informática Ltda 1990 to 1993
Chief of Systems Development at Themag Engenharia Ltda 1985 to 1990
System Analyst at Banco do Estado de Pernambuco 1983 to1985
Others experiences related to IT area at
CESP – Cia Energética do Estado de São Paulo 1977 – 1982
Instituto de Energia Atômica do Estado de SP 1976 – 1977
Banco Brasileiro de Descontos S.A. 1975 – 1976
___________________________________________________________________
2. Education
College Extension in Knowledge Management - UNICAMP 2007 (Begin in April, 2007 and finished in June, 2008)
College Extension – Business Negotiation Techniques – FGV 1999
College Extension – CIO Preparation – Anhembi Morumbi - 1995
College Graduation in Arts – Industrial Design - Escola de Belas Artes de São Paulo - 1977
___________________________________________________________________
3. Languages
English– Fluent
Spanish – Basic
__________________________________________________________________________________________________
4. Training and participation in Events
WPB – Author and Administrator training – Sep 2015
Aris - Process Designer – jan 2014
Solution Manager – Basic – Fev 2014
Training in Corporate Environment - Latapack-Ball - 2013
How to train Adults – Latapack –Ball - 2013 Camtasia – Video Tutorial – Latapack-Ball - 2013
Managing Conflits – Latapack-Ball – 2013
Performance Management - Meritocracia Duomo Praxis - 2012
Uperform – Joint Consulting – 2011
How to speak in public - AES EletroPaulo 2010
Managing People – Human DynamicTechnics - 2010
OCM Change Organization Management – SAP - 2009
Curso de Gestão de Pessoas – técnica de Eneagrama – 2008
Knowledge Management as Strategy – UNICAMP – 2008
Info Pak – Accelerator to produce training materials – 2007
PMBOOK – PMI training - 2006
SBGC – Knowledge Management – 2003, 2004 and 2005
Gartner Group Event – Future of Technology - 2002 and 2003
International Kick off Verity Inc. – Sunny Valley (2001), San Francisco and San Jose (CA) – (2003)
Training and certification on Verity´s Products implementations - 2000
International VARs of Keyfile - Nashua – USA - 1997, 1998 and 1999
AIIM Show - Los Angeles - 1996
Training and Certification of Keyfile Products (CMS) – Nashua - New Yorkshire (USA) – 1993, 1994
International Meeting of ADABAS Users – 1982 (New Orleans), 1983 (Los Angeles), 1987, 1988 1996 (Strasbourg, France)
CMS Brazilian event - SENADEM – 1993 to 1998 - Curso de Desenvolvimento de projetos com banco de Dados ZIM – 1990
________________________________________________________________________________
5. Acting as Speaker:
Taxonomy to make easier to find the best answer – UNICAMP - 2008
Knowledge Management – TB Editora – 2003/2006
SBGC – Sociedade Brasileira de Gestão do Conhecimento – 2003
Technology Annual Congress – TB Editora – 2003 and 2004
Competitive Intelligence EAE – USP – 2003
AMCHAM – 2001 e 2003
Gartner Group – 2002
UNIMED Annual Congress – 2002
Launch of Verity´s Products – 2001

Infoimagem – 1991 to 1997 and 2003
Fenasoft – 1991
_____________________________________________________________________________________________________

CV_Solange_English Jan 2017

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (15)

Similar to CV_Solange_English Jan 2017

Similar to CV_Solange_English Jan 2017 (20)

CV_Solange_English Jan 2017