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Clementina Torres: The First Woman to Lead the Operations Management of Depósito Central de Valores

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"It is challenging to undertake this new position because, by definition, the financial market is led by men, and we can see it even more in the case of Operations Management”. 


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Business Engineer Clementina Torres has been working at Depósito Central de Valores (DCV) for 14 years. She joined the company in 2009 as a risk analyst. Then she undertook several positions in the department until the creation of the Processes department, which she led from its start until November 2022, when she was appointed Operations and Processes Manager.

"My relationship with DCV started in 2007. I worked at an auditing firm and was in charge of auditing the company for several years. When I had the opportunity to join DCV, I did not think about it twice. I was already familiar with the company; it was a good place to work, and the risk department had been recently created, so I was excited to become part of the team," says Clementina.

How did you receive the news of being appointed DCV's Operations and Processes Manager?

It was challenging to undertake this new position because, by definition, the financial market is led by men, and we can see it even more in the case of Operations Management". However, I took it as a very important personal and professional challenge. I could not decline the invitation made by Rodrigo Roblero, giving me the opportunity to lead a project and a transformation as we were experiencing it, and understanding that having women involved in the Operations department at DCV makes a difference because we contribute with a different leadership style.

 How do you evaluate your first two months as a Manager?

The path has not been so difficult. I guess it is because of all the experience I have acquired throughout my years working at the company. In my previous roles, I had the opportunity to meet many people and learn a lot from the business. There is a lot of care involved with the people and the work we have undertaken. On the other hand, the process we experienced with the DCV Evolution Project (DCVe) was very meaningful. Often being in the spotlight may expose you to the point of burnout, or it can act as a platform to go above and beyond, and I believe that the latter is what happened in this situation. I got seriously involved in the project from the beginning, which allowed me to know about everything that happens at DCV, to grow personally and professionally and open up my mind to the new ways of working, transformation, adaptation, agility, and most importantly, cooperation.

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What significant changes did you see after the DCV Evolution Project's go live?

In my opinion, as transformative as DCVe was for the company, it did not change the nature of the work of Operations Management. Mostly, it incorporated many improvements for other departments, such as Support, Applications, etc., to improve processing capacity and reduce time, which improves the processes for our market and generates operational efficiencies, which is the focal point of this Management. Regarding people, I believe we are undergoing a transition stage. The exit was very successful, but we waited for the stabilization period when the project concluded, which came in faster than we expected. Due to this, a structure change came in to accompany this transformation process that we successfully started with the go-live of August 16. I feel that many of us are currently adapting to this process, which is a very healthy thing to do, since this is a significant transformation process, especially for those who have been at DCV for a long time. Who we are today is quite different from who we were 10 or 15 years ago.

What is your personal challenge?

Provide visibility to the operation. Create commitment and mobilize, and working happily is ideal. Women have a trait that is doing several things simultaneously, with love and passion that moves others, with leadership styles that are more horizontal and that promote a sense of warmth in the workplace. In these departments, where we work daily with structures and routines that do not leave much room for creation, ideas or innovation, the challenge is finding the tone, voice, and space to transform ourselves together, improve and become more efficient.

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