Andrea Muniz

Andrea Muniz

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Chief of Staff to the CEO & Strategic Program Manager
State of São Paulo, Brazil

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Résumé

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  • S
    Chief of Staff & Strategic Program Manager
    Sigga Technologies
    Aug 2024 - Current (2 years)
  • Sigga Technologies
    Chief of Staff to the CEO & Strategic Program Manager
    Sigga Technologies
    Aug 2024 - Current (2 years)
    As Chief of Staff and Strategic Program Manager at Sigga, I partner closely with the CEO, board members, and senior leadership to provide both strategic and operational support. My role centers on turning big-picture goals into actionable, high-impact initiatives, from transformational programs to cross-functional priorities that shape the company’s direction. I lead efforts across program management, stakeholder alignment, and executive communications, ensuring key initiatives stay on track and fully aligned with Sigga’s strategic objectives. I also spearhead special projects that require high levels of coordination, clarity, and trust, acting as a connector between teams, timelines, and long-term vision.
  • Hiflex Group
    Portfolio Manager & Change Management Consultant
    Hiflex Group
    Oct 2023 - Sep 2024 (1 year)
    With a strategic and disciplined approach, I drove successful organizational transformations in the areas of product lifecycle management, development, and strategic portfolio management. My experience spanned projects and programs in both multinational corporations and startups. I analyzed and revised strategic plans, resource allocation, and risk management, always aligning them with the company’s objectives. I applied change management skills, assessed readiness for transformations in collaboration with stakeholders and senior leadership, and facilitated the creation of an environment open to new behaviors and practices — supported by the ADKAR methodology, Management 3.0, and agile approaches. My work involved designing, planning, monit
  • Benêcomvc
    Product & Project Manager
    Benêcomvc
    Nov 2021 - Nov 2023 (2 years 1 month)
    I played a pivotal role in shaping the company’s trajectory by creating and owning product and project strategies, aligning them with Benê’s goals. Working in an early-stage startup allowed me to demonstrate resilience and focus while navigating ambiguity with agility, adapting to changing circumstances. I oversaw the development of Bank as a Service (BAAS) solutions from conception to launch. My responsibilities included orchestrating the entire lifecycle of plastic card production and testing. As part of this role, I engaged in strategic planning, cross-functional leadership, and hands-on execution. Benê’s mission became my own, and I take pride in contributing to its growth and success.
  • M
    Career and Leadership Mentor
    Mulheres de Produto Mulheres do Brasil Ser Mulher em Tech
    Jul 2021 - Current (5 years 1 month)
  • M
    Mentor – Career Acceleration & Inclusive Leadership
    Mulheres de Produto Mulheres do Brasil Ser Mulher em Tech
    Jul 2021 - Current (5 years 1 month)
    I provide transformational mentorship to accelerate talent in Technology, Product Management, and Leadership, focusing on navigating high-impact career transitions (e.g., first-time management roles, Tech Lead). My approach combines career strategy, behavioral modeling (supported by DISC and Profiler), and coaching to build executive confidence and readiness. I've helped contributors turn into strategic voices, enabling mentees to present to C-Level, influence key product decisions, and step into management. This work continuously sharpens my own systems thinking and human-centered leadership approach.
  • PROSEGUR
    Product & Solutions Manager
    PROSEGUR
    Jul 2019 - Oct 2021 (2 years 4 months)
    As a forward-thinking Product and Solutions Manager, I led tech-based innovations from inception to widespread adoption. I responsible for the entire product development life cycle, emphasizing the idea and value creation phases. Collaborating with cross-functional partners and service providers, I fostered an entrepreneurial mindset to generate breakthrough concepts and specifications. I cross led teams to develop functional prototypes that pushed boundaries. As the head of a team of Product Managers and Consultants, I made the strategic vision tangible by developing product roadmaps and portfolios, which aimed to transform and drive company growth. As part of the outcomes in this position, I orchestrated successful implementations of Inte
  • Siemens
    Head of IT Demand & PMO
    Siemens
    Oct 2016 - Jul 2019 (2 years 10 months)
    In this position I had the chance to work globally and orchestrate a multifaceted portfolio of projects, bridging technology and business imperatives. The diverse range of IT solutions, including eBusiness, SAP, and CRM, alongside critical M&A projects were delivered by my direct team of Demand and Project Managers which oversaw end-to-end project execution navigating both Waterfall and Scrum methodologies to adapt as needed. In Fiscal Year 2018, our team achieved a remarkable 21% productivity improvement compared to the previous year. This achievement has been reached by better demand prioritization, improved project portfolio management, and service delivery excellence by monitoring performance and optimizing resource allocation.
  • Sanofi
    IT Manager – LATAM Multichannel Business Partner
    Sanofi
    Sep 2012 - Oct 2016 (4 years 2 months)
    As a strategic leader at Sanofi, I played a pivotal role in bridging technology, business, and innovation by promoting alignment between business units (BUs) and IT at the executive level, heading the implementation of Multichannel strategies across Latin America, ensuring seamless integration with global teams, and collaborating closely with Sales and Marketing leadership to drive the best outcomes. Within the Sanofi Regional Solution Center, I led a transformation project that delivered efficient solutions across three primary domains: CRM, Digital, B2B/B2C platforms and ECM (Enterprise Content Management). As a supporter of Design Thinking and User Experience approaches, I led the Sanofi LATAM innovation team (iTeam), fostering creativit
  • Merial
    IT Coordinator – Marketing & Sales Business Partner
    Merial
    Aug 2009 - Sep 2012 (3 years 2 months)
  • Sanofi
    IT Coordinator – Marketing & Sales Business Partner
    Sanofi
    Aug 2009 - Sep 2012 (3 years 2 months)
    Responsible for aligning CRM application evolution to Commercial Excellence strategy, assuring SLA (Service Level Agreement) targets are delivered, coordinating CRM crisis management group and appropriate communications, tracking CRM roadmap, anticipating support needs and required upgrades, as well as security updates, defining project scope, goals and deliverables, driving customer tool adoption, proposing creative viable solutions to the executive sponsors such that critical success issues are addressed on a pro-active basis and establishing and cultivating contacts with Leadership, Management and other key stakeholders in the business at strategic and tactical levels.
  • Sanofi
    IT Project Coordinator – LATAM Digital Marketing
    Sanofi
    Aug 2005 - Aug 2009 (4 years 1 month)
    Lead the implementation of Merial’s core guidelines for Web within LAM focusing on innovation aligned to corporate policies. Encourage the strategic use of the online tools keeping the level of attractiveness; Assure the cost/efficiency of actions implemented and the respective results generated; Coordinate Web crisis management group and appropriate communications; Stimulate the continuous updating of the online tools aiming to approach different target audiences; Interact, inspire and offer guidelines to Merial web team members; Foster the use of website tools in accordance to Business Units strategies and goals; Stimulate the continuous updating of the website and new media aiming to approach different target audiences; Share with LA cou
  • Merial
    IT Project Coordinator – LATAM Digital Marketing
    Merial
    Aug 2005 - Aug 2009 (4 years 1 month)
  • Bayer Healthcare
    eBusiness Trainnee
    Bayer Healthcare
    Jan 2003 - Dec 2003 (1 year)
    Project management of an Intranet Portal (Enterprise Content Management) for Latin America during an internship program in Germany. Working with several subsidiaries, international consultants and various managerial levels within the company was part of the project complexity.
  • Bayer
    Marketing Analyst
    Bayer
    Aug 1997 - Aug 2005 (8 years 1 month)
    Assure the quality of the work delivered by developers, support analysts, web designers, analysts, content providers, etc.; Monitoring KPI’s in order to propose improvements in service level, cost reduction and alignment to BU’s strategies. Support product managers and other internal customers to develop appropriate online content taking into account the company's branding strategy; Support the development of digital corporate communications to create harmonic visual identities (brochures, events, projects, manuals, newsletters, etc.) aiming the integration of teams, general leverage of IS tools and best practices; Propose and analyze metrics against the goals set by each BU, competitors’ online actions, in house made surveys to provide cou
Education verified_user 0% verified
    Projects (professional or personal) verified_user 0% verified
    • I
      Implementation of the Value Creation Plan (VCP) Governance
      Oct 2024 - Jun 2025 (9 months)
      Led the strategic design and phased implementation of Sigga’s Value Creation Plan (VCP), a governance framework that connects business priorities to disciplined execution. By applying Program & Portfolio Management principles I ensured organizational readiness and cross-functional adoption. Key achievements: - Established executive governance cadences and KPI dashboards for performance tracking - Integrated VCP into quarterly planning and reporting cycles - Enabled faster decision-making and stronger initiative ownership across teams
    • C
      Competency Mapping for Product and Services Management Team
      Jul 2024 - Aug 2024 (2 months)
      Facilitated a competency mapping initiative for 30+ product managers during a period of organizational transformation. Using Management 3.0 principles and executive advisory techniques, I aligned leadership on the strategic importance of talent development. Key contributions: - Defined competency dimensions: knowledge, functional skills, leadership, and behaviors - Positioned the map as a tool for recruitment, training, and performance evaluation - Enabled KPI-driven development strategies tied to business outcomes
    • P
      Project Success Probability Assessment
      Jan 2024
      Immediately post-kickoff, I led a strategic health check for an IT transformation project, evaluating leadership, change management, and execution maturity. Applied Program Management and KPI-Driven Performance Optimization to establish a baseline for success. Results: - Identified improvement opportunities and action plans - Created a monitoring framework for project health across milestones - Enabled proactive risk mitigation and stakeholder engagement
    • C
      Change Readiness Assessment - infrastructure and mobility industry
      Dec 2023 - Jan 2024 (2 months)
      Conducted a comprehensive change readiness assessment for a 16,000-employee infrastructure company preparing for a major transformation. Leveraged ADKAR and Executive Advisory frameworks to identify risks and readiness gaps. Impact: - Delivered a scored assessment to guide change strategy - Enabled leadership to proactively address resistance and optimize rollout plans - Strengthened alignment between transformation goals and operational realities
    • C
      Change Management Strategy for an ESM pilot project
      Oct 2023 - Dec 2023 (3 months)
      Designed and executed a change management strategy for an Enterprise Service Management (ESM) platform rollout impacting 900+ users. Applied ADKAR and Agile principles to assess readiness, mitigate resistance, and guide adoption. Highlights: - Developed communication and training plans tailored to user segments - Monitored adherence and reported KPIs to leadership - Achieved successful pilot implementation with minimal disruption
    • N
      Net Promoter Score (NPS) - Market Research
      Oct 2023 - Nov 2023 (2 months)
      Orchestrated the development and launch of a customer loyalty metric using NPS methodology to assess client sentiment and drive product improvements. Applied KPI-Driven Performance Optimization to analyze promoter/passive/detractor distribution and inform strategic decisions. Highlights: - Delivered actionable insights for product and service refinement - Enabled leadership to prioritize customer-centric initiatives - Positioned NPS as a continuous feedback loop for performance tracking
    • P
      Product Development Management
      Apr 2023 - Jul 2023 (4 months)
      Led cross-functional collaboration to launch new product features, applying Agile and Program Management principles to streamline development phases from ideation to testing. Key contributions: - Embedded best practices across product lifecycle stages - Fostered team alignment and communication to accelerate delivery - Integrated performance metrics to evaluate feature success
    • B
      Benê Multi - Beta and Pilot Testing
      Feb 2022 - May 2022 (4 months)
      Planning and engaging the card digital user experience initially with the startup employees and later among early adopter clients, making sure everything works correctly and the company validates the product and service.
    • B
      Benê Multi Card - Beta and Pilot Testing
      Feb 2022 - May 2022 (4 months)
      Directed the beta and pilot testing of Benê’s digital card experience, engaging internal teams and early adopters to validate usability and service quality. Applied Change Management and Stakeholder Alignment strategies to ensure adoption. Outcomes: - Delivered a validated MVP with user feedback loops - Strengthened cross-team collaboration and readiness - Enabled data-driven decisions for full-scale rollout
    • F
      Food Allowance Program Implementation - PAT Programa de Alimentação do Trabalhador
      Jan 2022 - Mar 2022 (3 months)
      Led the implementation of Brazil’s PAT (Food Allowance Program) compliance for Benê’s benefits card. Collaborated with legal and executive teams to ensure strategic alignment and regulatory adherence. Key achievements: - Addressed labor laws, tax implications, and data privacy - Enabled informed decision-making through legal advisory - Enhanced employee satisfaction and program impact
    • C
      Credit Card Manufacturing
      Dec 2021 - Feb 2022 (3 months)
      Managed the end-to-end production of Benê’s first prepaid credit card batch, coordinating suppliers and service providers in a regulated environment. Applied Program Management and Process Optimization to ensure secure and compliant delivery. Highlights: - Delivered customized, secure card manufacturing - Strengthened vendor relationships and operational efficiency - Ensured alignment with business strategy and compliance standards
    • I
      Implementation of Best Practices for Product Portfolio Management
      Mar 2020 - Jun 2020 (4 months)
      Introduced portfolio management best practices to align product initiatives with business goals. Applied Program & Portfolio Management and KPI-Driven Optimization to improve transparency and execution. Key contributions: - Defined MVP criteria and success metrics - Improved backlog prioritization and stakeholder communication - Enabled faster delivery and strategic alignment
    • S
      Strategic Planning for the Products and Solutions Area
      Aug 2019 - Oct 2019 (3 months)
      I facilitated the diagnosis of the product area by understanding the company’s culture, reviewing existing documentation (including product strategy, goals, KPIs, and performance reports), and evaluating the existing governance. I analyzed the organizational culture, identifying strengths and opportunities to foster a collaborative mindset aligned with business expectations. I also engaged with other areas of the company to identify interdependencies with product and solution development processes. Working alongside senior leadership, I established prioritization criteria using hybrid management models for new projects and initiatives, resulting in faster project delivery and reduced development costs.
    • D
      Diversity at Siemens Brazil - Excellence @ Finance Program
      Feb 2017 - Mar 2018 (1 year 2 months)
      This project had the objective to analyze the internal environment to understand the scenario of diversity in management position levels; suggest and implement a positive agenda to support career development for all employees. The deliverables of this project includes: internal survey, 8 discussion forums, 2 Lactation Rooms, 7 external benchmarks and the contract with a specialized consulting firm.
    • M
      M&A - Dresser-Rand and Guascor Integration - Durango Project
      Oct 2016 - Aug 2017 (11 months)
      Implementation of Siemens SAP (Spiridon) for 3 companies: • Dresser-Rand Brasil – Go-live Jul 13th • Guascor do Brasil – Go-live Jul 11th • Jaguari Energética S/A – Go-live Jul
    • D
      Dresser-Rand and Guascor Integration - Durango Project
      Oct 2016 - Aug 2017 (11 months)
      Implementation of Siemens SAP (Spiridon) for 3 companies: • Dresser-Rand Brasil – Go-live Jul 13th • Guascor do Brasil – Go-live Jul 11th • Jaguari Energética S/A – Go-live Jul
    • E
      EMS Enterprise Marketing System LATAM
      Jan 2016 - Aug 2016 (8 months)
      Implementation of a multichannel marketing platform to support strategic product launches in LATAM.
    • i
      iTeam - 3Play Methodology to foster innovation at Sanofi
      Sep 2015 - Aug 2016 (1 year)
      The iTeam, the Sanofi innovation team, was formed by three young professionals, hired from a programming marathon, known as hackathon, the team developed initiatives from simple processes to the production of specific software, depending on the internal demand. The team uses an internally developed methodology to find solutions, called 3Play. The model consists of three stages: immersion in the problem of the customer; ideation, brainstorming sessions to sort the ideas and solutions; and prototyping, which involves the demonstration of how the solution will be applied in a tangible way. In the period of a year the team has already identified 38 opportunities for innovation in the company and implemented 10 innovative solutions.
    • x
      xRM LATAM Scoping
      Sep 2015 - Nov 2015 (3 months)
      Scoping of a set of solutions to leverage Contact Center, Customer Services and Patient Support Programs capabilities for LATAM.
    • M
      MS Dynamics CRM
      Aug 2015 - Feb 2016 (7 months)
      A challenging implementation of a global CRM Platform, aligned with business strategy and priorities as well as Commercial Excellence strategy.
    • M
      MAPS - Merial Application for Point of Sales
      Jan 2012 - May 2012 (5 months)
      Sanofi Innovation Award Winner: MAPS can easily help Sales and Marketing teams to make faster decisions based upon territory allocations by analyzing POS (Point of Sales) using up to 3 different variables at one time: sales figures, potential, pet owners, etc.
    • P
      Pivotal CRM – Avian Sales Force Automation –
      Jan 2009 - Jun 2009 (6 months)
      A very adherent implementation to Peppers & Rogers methodology focused on KAM (Key Account Management).
    • S
      SEO – Search Engine Optimization to increase traffic to Merial Corporate website
      Jan 2007 - Dec 2007 (1 year)
      After work sessions with product managers to gather information on key words, the results of this project has brought Merial to the first positions in search engines providing more visibility to Merial products and solutions.
    • P
      Personal Vet – Portal to support CRM strategy
      Jan 2006 - Dec 2006 (1 year)
      Online tool to assess zootechnical performance index and leverage product usage according to a customized calendar.
    • M
      Merial Corporate Website – Portal for end users
      Jan 2005 - Dec 2005 (1 year)
      Global Project for standardization and harmonization of Merial corporate websites identity.
    • I
      Intranet Portal (Enterprise Content Management) for Latin America
      Jan 2003 - Apr 2003 (4 months)
    • D
      Dynamics CRM Rollout, Resco and Order Entry
      Dynamics CRM 2013 rollout along with Resco CRM for enabling offline iOS usage and new tailor-made .net application to support sales processes for all Brazil Sales Force
    • M
      Microsoft Dynamics CRM
      A challenging implementation of a global CRM Platform, aligned with business strategy and priorities as well as Commercial Excellence strategy.
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