Marcelo Laranjeira has had a successful career at Siemens and Nokia Siemens Networks, holding leadership roles in strategic marketing and business excellence in Latin America and North America. He emphasizes balancing work, life, family and inspiring others. Some of his accomplishments include integrating teams and processes during mergers, improving customer satisfaction, and driving efficiency programs that achieved millions in cost savings. He aims to continue developing international experience and leadership skills to help businesses achieve their goals.

1. "I believe that the balance between work, life, family and friends
is the most powerful and difficult thing to accomplish. I plan, work
hard, and I take risks in my whole life to achieve this.
I wish I could now walk in the dreams of all people that I know
and see the ways that I have inspired them!"
Marcelo Laranjeira
Résumé
January 21st 2012
1 Marcelo Laranjeira

2. Marcelo Laranjeira
Graduation
 I graduated in 1989 in “Bachelor of Mathematics” and started working as a
System Analyst. (At that time there was no graduate program related to Computer
Science or Information Technology)
In 1999-2000 I undertook my first post-graduate program at USP – University of
São Paulo and it was an MBA in Marketing
 In 2003 I undertook my second post-graduate program; an internal MBA with
Siemens. This program was through Babson College. The participation in this
internal MBA at Siemens is very restrictive and normally only few people per year
are invited to participate.
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3. Siemens background
Past
 I started working at Siemens in 1996. I’ll summarize my work covering the 5 years prior to the
merger with Nokia Networks in April 2007:
 From January 2002 until November 2004. I worked as a Strategic Marketing Director at
Siemens Mobile Mercosul. At that time Siemens Mobile was a very new company and I structured
the Strategic Marketing department from the beginning in order to be ready to coordinate,
develop and execute activities like Strategic Planning, BSC-Balanced Scorecard, Market
Intelligence, Communications and Business Development.
 From November 2004 until the NSN (Nokia Siemens Networks) merger in 2007. I worked
as a a Strategic Marketing Director at Siemens Communications Mercosul. In November 2004
Siemens Mobile and Siemens Fixed areas were combined into a single unit called Siemens
Communications. This unit – Siemens Com Mercosul - had six business units – Fixed Networks,
Mobile Networks, Wireless Modules, Cordless Phones, Mobile Phones and Services and at that
time I was invited to be the Strategic Marketing Director for this unit.
 During this period we executed Business Cases to Customers and also for Siemens Com and these
additional Business Development activities found an overall amount of 1.6 billion Euros with an estimated
hit rate of 33%
 I also drove all marketing communications activities in order to maintain and improve the brand
acceptance and awareness, including Marketing Campaign Management (e.g.: Advertising, Web) and Public
Relations.
 I planned and organized several events, tradeshows, customer’s events and internal workshops and I had
a strong relationship within the telecommunications industry in Brazil (e.g. associations, market
analysts/investors) and also as the external Spokesperson for marketing subjects for Siemens Com.
 The marketing budget for these activities was approximately 5 million US dollars.
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4. NSN – Nokia Siemens Networks – LAT Region background
1/3 – Integration and LAT BE set-up (LAT BE = Latin America Business Excellence)
 In September 2006 I began working together with integration and restructuring team called
“readiness” in order to prepare and set up NSN blueprint and drive all integration and
restructuring work through the present in LAT Region. At that time I was appointed to be
Strategic Marketing Director at Siemens Mercosul and in November 2006 I was announced as
Head of BE LAT (BE- Business Excellence). With this announcement I started working on the
definition and deployment of BE LAT organization regarding the resources. I had 12 direct
report people with multiple dotted line reporting and these people were hired to perform the
following activities:
 Establish & execute LAT operational excellence programs
 Drive NSN Integration and restructuring in order to Optimize M&S OPEX (Operation
Expenditures): like LAT real estate, marketing activities etc…
 Systematically manage and drive Customer Loyalty Leadership improvement in LAT
 Ensure performance measurement and LAT scorecard implementation
 Drive Software Sales
 Identify, initiate and drive NSN LAT wide key improvement projects in project
management, Customer Loyalty, Quality, etc.
 Implement processes to improve efficiency and cost reduction exercises.
 Drive and execute Quality Certification: e.g. ISO 9001 audits in Brazil (2007) and
Argentina (2008) and Colombia (2009) performed by external auditor (DQS). LAT
achieved conformity & re-certification of ISO 9001 in all audited countries.
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5. NSN – Nokia Siemens Networks – LAT Region background
2/3 – BE LAT roles, activities, rounds and phases
I divided the BE LAT role and activities into three phases or time periods;
1. The first one was during the implementation of NSN MoO (Mode of Operation) when BE
team played an important and mandatory role. In LAT we pushed the MoO implementation
in two rounds, one in the beginning of the merger started in April 1st 2007 and the second
round occurred from December 2007 until April 2008
2. In the second phase we in BE LAT started to show to the LAT Leadership Team and
also to the line organization that Business Excellence plays an important role in supporting
the Business deployment in the region and acting in activities that could impact the
customer satisfaction and loyalty and also bring more business volumes and profitability.
All BE LAT people started to work very close to the CBT’s (Customer Business Teams) and
SR’s (Sub-Regions) participating in the day-to-day business. Due to that we in LAT
received the best feedback and results for the BE stakeholders survey globally.
3. In the third phase was where all of the strategic projects in LAT was drive and supported
by BE LAT showing that we have created a competent and skilled team in order to drive
and support the most important NSN LAT internal projects. For example we had people
driving CMO 2.0 (new mode of operation), Q2C, Project Management and Contract
Management programs and also people to ensure the correct usage and quality of tools
like SWF (Sales Funnel and approval tool) or LAT scorecard (BSC). We’re also intimately
involved in the CMO organizational health since July 2008.
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6. NSN – Nokia Siemens Networks – LAT Region background
3/3 – LAT Q2C (Quote to Cash) deployment
 It’s important to mention that In October 2007 I was announced as Head of Q2C LAT and with
the responsibility to deploy Q2C Business Change program in order to align and consolidate
existing Processes and IT landscape from the former Nokia Networks and Siemens Networks in
all LAT Region. In total we have 17 countries to be deployed.
 After the announcement I started to manage regional and local business preparation for
process changes in ERP (Enterprise Resource Planning), CRM (Customer Relationship
Management), DSP (Demand Supply Planning), IPSE (Intangible Product Supply Excellence) and
gathering country baseline data. It means for example:
 Manage and drive consolidation end-to-end and preparing the business for migration
 Drive local system consolidation
 Perform change management and training activities
 Ensure regional and country resources in place, R&R identified, trained and managed. (50
people were in place in the program management structure, including 61 key-users and approximately 250 end-users in LAT region)
 We’ve successfully achieved go live in 3 countries in October 2008. Panamá, Costa Rica
and Mexico. In the case of Brazil, the biggest country in LAT, we’ve achieved the 1st wave go-
live in January 2009 and the 2nd wave go-live was successfully done in April 2009. Other
countries like Argentina, Chile, Uruguay, Paraguay and Bolivia was also successfully done in
April 2009. In 2H08 LAT has achieved the best results in the overall Q2C deployment
 During the Q2C deployment in Brazil the team identified 39 Million Euros synergies per
year if we could deploy a new Hub in Paraná state (Brazil). We worked hard to approve this
deployment and we got this approval on January 2009. The project was implemented and the
Parana Hub go live for was in September 1st 2009
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7. NSN – Nokia Siemens Networks – NAM Region background
NAM BE (North America Business Excellence)
When I was invited to be Head of BE NAM (BE- Business Excellence) in November 2009, the NAM
perception was that NAM BE area was not adding too much value to NAM region and to the NAM
business. I began my work focused in restructure and redirect NAM BE team to work close to NAM
business and better support all NAM CBT’s (Customer Business Teams). In the beginning I used to
have 16 people in NAM BE performing different functions and activities and now after 1 year and half
the complete BE team is 11 people including 1 that came from Motorola acquisition. Now NAM BE is
totally designed and aligned to support NAM Business and we are recognized from all CBT’s as an
“small” organization that are providing an efficiency and effective support for the Sales and Operations
teams.
Some BE Achievements since November 2009:
CSP 1.1 (Common Sales Platform) live in NAM as a 1st NSN Cost savings (9,1 MEUR worldwide). Reduction of non-conformance costs
region worldwide and CSP 2.0 deployment in 1H11 (22.9 MEUR worldwide) between offer and order. Enable CSSC ramp up.
Enhanced use phase support network in NAM (Tier 1, Tier 2) E2E BCS Optics Performance improvements from P08 10 to P12 10:
NAM BSC reviewed and implemented according to NAM/NSN (Order entry from 4.6 to 0.2 days; Order Configuration from 40.3 to 5.5 days)
Strategy. (Cockpit tool) Monthly NAM Sales Pipeline review. SWF Data quality KPI: P0211 target
Many Processes improvements projects(e.g.: Optical, NAM Trials 4.4 achieved 3.9 and P0911 Target 9.5 achieved 4.4)
and e2e process documentation and improvement ongoing) PTA KPI’s: P0411 G6 Approved 0% / Reached G6 (Won) 0% and P0911
Active engagement in all NAM Business focus areas (e.g.: G6 Approved 100% / Reached G6 (Won) 100%
Motorola Integration, LightSquared, Libra Transformation project, Integration Plan done in October 2011 and proper handover to line
NAM Strategy, NAM Acc Plans, etc…) functions completed
 Drive of Improvement projects (e.g.: MyCustomers@CRM, CMD- Report simplification, use of NAM BSC at LT meetings.
Customer Master Data, CES-Customer Experience Survey, CBT
Allocation of minimum and right resources to run all main NAM initiatives.
Account Plans, Libra Transformation, SWF Lite deployment, Quality
(e.g.: Sales Boost; LightSquared PMO; LIBRA, MyCustomers@CRM, e2e
Q-Card, Sales Boost, GM/Profitability improvement)
process Documentation and Improvements, NAM GM/Profitability
 31% less HC and 29% of OPEX reduction improvements, etc…)
Progress made on personal growth and development plans
 LMI (Line Manager Index) 2010 - PE (Performance Evaluation) rating is: Excellent (87%)
2011 - PE (Performance Evaluation) rating is: Valued (90%)
EES (Employee Engagement Survey) 2010: Excellent results (EEI 95.8%) 22.8% better then NSN
*2011: Excellent results (EEI 84.4%) 14.6% better then NSN
7 Marcelo Laranjeira (*) after transformation announcement

8. Leadership skills
 I think that one of my greatest leadership skill is Understand Group Needs and their Characteristics.
This leadership skill enabled me to build and manage an effective BE team from both Ex-Siemens and
Ex-Nokia that very quickly led to BE integration. This I feel was one of the key ingredients for success in
LAT and NAM BE where I was able to put aside all historic differences and cultures, and start work early on
building NSN culture, organization, R&R, processes, etc.
Another skill that I used to great effect was to understand and manage the resources of BE team, to
really tap into the depth of expertise, knowledge and skills within the team, and then to empower and give
confidence to the team to go about their work. Where there were skills or gaps in our knowledge or
expertise, I quickly identified and resourced the gaps either through training, coaching or mentoring, or
temporary assignment of appropriate resources.
Planning and organization is an important part of my leadership and I foster this with my team to
consider this with any work they undertake. What do we want to accomplish?
Consider what resources, equipment, knowledge, skills and attitudes...
 Consider the alternatives, risks, what-if,…
 How to reach a decision, evaluate the alternatives, build consensus...
 Document the plan and follow-up it frequently…
 Execute the plan, control the plan, report on status…
 Evaluate the plan.
Other Important skills:
Strategic Thinking
Action Oriented
Highly Analytical
Decision Making Skills
Strategic Planning
Complexity Management
Decisive
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9. Marcelo Laranjeira
Future plans and personal things
NSN NAM BE area now it’s part of the business; we’re driving the right deployment of tools
and processes, helping NAM to achieve operational excellence, and continuing to be
competitive operation through volume and profitability targets. I’ve been always trying to
improve and discover new ways that the value of NAM BE may add to these targets.
 For many years I participated in the most important Telecommunications association in
Brazil called ABINEE (Brazilian Electrical and Electronics Industry Association), this
association influences the regulatory subjects in Brazil. From January 2007 until November
2009 I was the Telecommunications Sector Director at ABINEE. I’m planning to take an active
role in this direction also here in NAM Region.
 One of my goals is to continue to develop my international experience in order to grow as a
professional, to know and work in different cultures, different people and in a different country
like I’m doing in USA nowadays. I also think that I can transfer some good practices from the
country/region that I’m based to the new regions/countries and vice-versa.
I am married, with one daughter who is 20 years old. I am a very close family person and my
wife and daughter totally supported the plans to move/live in another country like today in USA.
This is not just my plan, it is our family plan.
 I am a very enthusiastic squash player and enjoy running. I enjoy excellent health, and these
activities help me maintain my competitive outlook, along with keeping me mentally strong and
alert. I also enjoy fine cuisine and relish the opportunity to try new food, beverages and
experiences from other people’s culture or country.
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