ASO Product turn-around - UHG - 2018-2019

Problem - ASO is Health Plan modality suitable for Large Companies and Self-Funded Organizations (over 3000 members) trying all ways to balance Medical costs with Employee satisfaction and good service. There was a huge demand for ASO offering and compared to competition UHG Brazil solution was not competitive and low value added.

Solution - Identified customer and operational barriers and proposed and executed a roadmap that resulted in:
- Member increase by 12% YoY (2018x2017) from 260k to 302k lives;
- EBIT margin increase by 22% YoY (2018x2017);
- NPS increase by 20% YoY (2018x2017) from 39 to 47;
- New Health Population Management offering;

Mentor - Paulo Jorge Rascão

Operational Excellence - UHG - 2016-2017

Problem - As an evolution of the BPM implementation, there were several processes identified as candidates to be digitized. Opportunity to generate R$ 60MM in 3 years appointed by E&Y consulting and customer lead time reductions greater than 50% in some key processes.

Solution - Led Program to move from analogical to customer centric digital processes such as Online SMG Enrollment, Automatic Billing, Online Reimbursement, IVR review, etc.. All those initiatives impacted in business and customer outcomes such as NPS increase, revenue increase, medical Cost reduction, fixed Cost reduction or productivity increase – R$ 5MM impact on 2016 and R$ 20MM impact on 2017;

Mentors - Kevin Knarr and Edvaldo Vieira

BPM Operations Implementation - UHG - 2014/2015

Problem - There was no single view of all processes, service levels, KPIs and not standardized management model at UHG Brazil operations. All of that was resulting in low quality and longer lead times to the customer and employee dissatisfaction.

Solution - Implemented and optimized Business Process Management for Commercial (25 processes), Medical (18 processes) and Call Center (over 60 processes) allowing granular level of KPIs management and In-depth root-cause analysis to support operational excellence and continuous improvement;

Mentors - Kevin Knarr and Kirk Pumphfrey

SIB/SUS Improvement - UHG - 2014

Problem - There was a very significant gap of over 1MM registers from AMIL x ANS SIB active customers databases. All of that was causing a low AMIL grade in ANS, fines and inability to claim SUS charges.

Solution - Co-Led Program that improved AMIL SIB and SUS Claim processes through End to End processes review and identification of major gaps that were addressed by Squad team with business and technology using solid prioritization. As results, team was able to reduce SIB inconsistencies in 90% and generate R$ 30MM annual/Cost Avoidance Savings in SUS Claims.

Mentors - Kirk Pumphfrey

IT Governance Program - AMIL/UHG - 2010-2013

Problem
Phase 1 - Overall IT process maturity relatively low, 1.3 out of 5
Phase 2 - Despite AMIL IT processes significant improvements, after AMIL was acquired by UHG, there was still a significant gap on AMIL IT processes compared to UHG Standards and a need to get SOX 404 compliant

Solution
Phase 1 - Led IT Service Management program that elevated 10 IT processes from maturity 1.3 to 2.8 according to HP evaluation. Also implemented Budget and Vendor management processes with an impact of R$ 10MM reduction and projects cycle time reduction.
Phase 2 - Co-led Program to integrate AMIL to UHG Standards (Colocation, Disaster Recovery, ITSM, SOX, VCC, Security and UCI) and led implementation of SOX Global Computing Controls across Security applications, Security Platform, Operations, Data Center and Change Management (160 in total). The program allowed AMIL to be successfully incorporated by UHG in Dow Jones.

Mentors - Leonardo Almeida and Bill Feller

Amil x Medial integration - 2009

Problem - Amil, the largest Brazilian Medical Care Organization at the time, bought Medial group in the end of 2008 and had a challenge to quickly integrate all operations from the previous competitor of almost its size in customers and revenues.

Solution - As part of a Squad team, I led the integration and communication to all 8 stakeholders impacted by the change including 2MM Customers and 600k other stakeholders (Employees, Medical and Dental providers, Brokers, Internal Hospitals Network, ANS and Press). Initiative delivered in a very aggressive timeline of 4,5 months and 0,4% complaint level. AMIL stocks rose over 15% after the successful integration.

Mentors - Leonardo Almeida and Telmo Pereira.

SAP Equipment Sorocaba - GE - 2008

Problem - There was a significant and increasing demand for Standard Water equipment for diverse customers in Brazil and GE Water only produced chemicals for Water treatment. All equipment part of the portfolio had to be imported with higher prices and longer lead times to customers.

Solution - Implement SAP to support new RO E/PRO equipment assembly facility in current chemicals blending facility in Sorocaba Brazil. This area will also support Mobile Water activities. 2008-2010 revenues forecast of U$ 13MM

Mentor - Ricardo Cury

SAP Venezuela Currency Conversion - GE - 2009

Problem - The Venezuelan Government announced that from January 1, 2008 the official currency of the Bolivarian Republic of Venezuela would be replaced by a new currency denominated the “Bolívar Fuerte” (Bs.F.). Therefore SAP had to be configured to work with new currecy and historical data converted. Critically: GE Water & Process had 1 SAP instance to all businesses around the world and there was a lot of risk involved.

Solution - Led a global team (over 100 stakeholders) to plan and execute the Venezuelan SAP currency conversion. Project delivered within timing, correctly performing the financial conversion and without any impacts or interruptions to the other Water businesses around the globe.

Mentors - David della Vedova

Slow / Non Moving Inventory - GE - 2007

Problem - Until 2006 each Plant Manager was responsible to manage the inventory of plants and warehouses, each using their own methods and policies. From August 2005 to July 2006 Non Moving Inventory for GE Water & Process Technologies South America represented around 10.5% of total Inventory (USD 1.0MM) which shows a high volume of inventory with no use.

Solution - Led DMAIC Six Sigma Project to reduce Slow Moving & Non Moving Inventory generation for LAM. Impact of U$ 2.2MM cash free-up on 2007. Seized the opportunity to get Black Belt certified.

Mentors - Alberto Pezeiro and Luis Souza

Lean AWO Events - GE - 2007 and 2008

Problem - Each macro-process had its own challenges

• Sorocaba Plant - Issues in Raw Material receiving towards rework and cycle time, mainly involving Lab Use Decisions and need to reduce inventory of Raw Material and Finished goods in R$ 600k

• Sourcing - Barriers, issues and process gaps, impacting rework, cycle time, no standard and no value added activities

• Utilities - Estimates of energy/waste in 15% around utilities (Energy, Water, Gas, etc.) usage in Sorocaba Plant

• Receivables - Past due > 15% from Dec-05 to Sep-06
  
  

Solution - Lean Action Workouts planning and execution (Chemical Sorocaba Plant, Sourcing, Utilities, Finance - Receivables) resulting in 50% cycle time reduction around of core processes and overall improvement towards cost reduction and re-work decrease;

Mentors - Nadla Gonçalves and Marcia Miyamoto

Base Cost Cluster - GE - 2006

Problem - As part as the 2006 strategic plan for GE Water & Process Technologies, there was a big challenge to reduce R$ 1.5 MM in fixed cost and an additional R$ 1.2 MM in variable cost.

Solution - Slice and Dice P&L base cost expenses in order to find opportunities to reduce or eliminate costs and manage the program. The focus and team work resulted in a reduction of R$ 3.5 MM from 2007 x 2006 in fixed and variable cost.

Mentors - Haroldo Santos and Nadla Gonçalves

Populis Migration/Oracle HR - GE - 2004 and 2015

Problem - Populis (HR Processes platform) version GE Latin America used had several issues, such as:

• System did not support all legal requirements

• There was no interface with Oracle HR (Global GE HR Platform)

• Accounting and reporting not reflected - financial exposure

• Lack of reports/managerial information

• System not user-friendly what makes it difficult to manage and operate
  
  

Solution - Implemented new version of Populis HR solution to 10 GE businesses within time, quality and integrated Populis to Oracle HR Global solution. Very complex project with a multitude of stakeholders. Seized the opportunity to get PMP certified.

Mentors - Naelson Sousa and Emerson Fontes

Lawsuit Report - GE - 2002

Problem - There was no visibility of all lawsuits thesis for GE Latin America; There was no process to update financial information; Lack of predictability regarding lawsuits; R$ 600 MM of tax litigation

Solution - Co-Led intitiave that reduced exposure of lawsuits by 60% in 1 year for 5 GE businesses developing an Intranet application leveraging:

• Detailed analysis of each lawsuit

• Consolidation of key information regarding lawsuits

• Consistent assessment of reserves made by the businesses for the lawsuits

• Improve risk management of lawsuits impacting controllership
  

Mentors - Claudia Ferraz and João Lencioni