Reporting to CEO and member of Leadership Team, responsible for US$400M P&L of Crop Protection and Corn Seeds retail business in Brazil, with a team of 20 people, implementing innovative model with unique logistics and customer service approach amidst integration of 8 acquired legacies in 13 states.- Established strategic partnerships with key suppliers and implemented committee to optimize portfolio (40% reduction) helping to enhance commercial effectiveness while supporting comprehensive offer to customers.- Redesigned organizational structure as well as processes and governance such as S&OP, supply planning, procurement, pricing, and discount policy, resulting in 75% reduction of DOH, unlocking working capital, maximizing net income and mitigating risks.

Drive portfolio strategy and life cycle management in partnership with regional/global teams. Indirect leadership of 40+ people in Latin America. Accountable for €400M P&L focusing on key crops Soybean, Corn, Sugarcane, Cotton and Cereals. Development of near-term value plans and leadership of monthly S&OP process for maximizing financial results, including pricing and volume targets aligned with competitive landscape, global asset strategy and long-range plan.- Successfully introduced innovative corn herbicides (Adengo and Laudis) in Brazil and Argentina. Led launching team, engaged technical influencers and commercial organization, as well as managed supply chain to achieve 240% of expected results. Piloted outcome based pricing model for Adengo in Brazil in summer 2022. - Accelerated sugarcane herbicides adoption through product label adjustments, engagement of technical stakeholders, customer activation, sales team training and price strategy review, delivering 2.4 points of share increase in 2021 season in Brazil.- Engaged regional teams on corn herbicides strategy review and got global validation of portfolio long term strategy for Brazil and Argentina, setting foundation for project prioritization and leveraging product concepts with other regions partnering with global formulation technology team.- Connected with many different stakeholders and Digital Ag startups to support business case review of “679” project for Brazil (top priority global project in Bayer) getting global validation and approval of resources for digital capabilities development.

Development of business cases for in & out licensing and inbound seed treatment partnerships, aligned with regional and global asset management team contributing to the success of life cycle management strategy. Responsible for establishing alliances in Latam, leading strategic negotiations and agreements documentation closely interacting with peers in industry regionally.- Mapped ongoing business in the whole region and established a unique point of contact leveraging strategic decisions. As a result delivered €6M spend efficiency in 2020 due to better costs negotiated for seed treatment.- Developed multiple in licensing business cases with projected Peak Net Sales of €283M in Latam. Got approval for in licensing of Clethodim product with price protection model generating additional sales of €12M in 2022 in Brazil.- Successfully implemented post-closing activities of 3 global divestments in Latam, leading cross functional teams in 14 countries and driving business relation in compliance with the deal and receiving very positive feedback from acquirers Basf and Gowan.

Leading a team with 6 sales reps, dealing with top 32 large farmers and ag companies in MT, MA, PI, BA regions offering complete portfolio, including corn seeds, crop protection, biologics, digital services and soybean/cotton biotech.People management, sales forecasting, sales campaign implementation, complex negotiations, marketing programs execution, credit tools.- Amidst a biotech shift and price pressure in corn business, developed detailed business plan and stakeholder outreach by customer focusing on building strong relationship and leveraging full portfolio value to customers. Implemented robust demand generation and attractive offers, influencing multiple internal areas to support resources, tools and processes to deliver sustainable results.- Delivered historical sales record of Roundup with 82% customer share in season 2018 with 16% price increase versus previous year. Doubled penetration of B2RF cotton biotech gaining 5 points of market share from 2016 to 2018. Increased 12% IPRO soybean biotech planted area improving 3 points of market share. In corn, managed headwinds and sustained 30% market share.

Leading team with 6 sales reps and 6 commissioned agents, responsible for US$150M of sales of Roundup, dealing mostly with distribution channels in the Southeast/Northeast regions and the states of Goiás, Tocantins, Pará and Amapá.People management, sales forecasting, sales campaign implementation, complex negotiations, channel inventory management, marketing programs execution, credit tools.- Developed new business plan model implemented in the entire country operation, supporting diagnosis per crop and sales district with quantitative objectives and action plans, enabling market share recovery amidst high offer and price downtrend;- Initiated interaction with trading companies (ADM, Bunge, Cargill) adding $10M sales of glyphosate fighting-brand products in season 15/16, contributing to deliver 15% increase in sell out and gaining 5 points of market share.- Renegotiated commissioned agent contract delivering U$1M of savings annually beginning in 2016.

Leading team with 26 people responsible for order to cash processes execution in compliance with standards as such as SOX and ISO. Partnering with sales team to deliver sales targets, managing workflows of credit, barter, pricing and implementing improvement projects;- Ensured high level of service performance with no relevant issue during global customer service internal audit in 2023 in Brazil.- Implemented innovative sales orders automation project in SAP which reduced +30% of order entry workload allowing successful implementation of new structure, including 2 new regional offices, with no people turnover.

Two-month assignment in US for better understanding of business strategy and networking with peers and senior leadership.- Executed 3 projects sponsored by global leaders related to Enlist biotech, new insecticide positioning, rice market segmentation.

Development of 3rd party business strategy (in and out licensing). Preparation and management of agreements. Implementation of global agreements partnering with regional teams. Continuous evaluation of price competitiveness, profitability of 3rd party products and systematic analysis to drive business decisions and support strategic planning;- Negotiated +U$110M and interacted with 18 companies, including Syngenta, Bayer, BASF, Monsanto, increasing 32% haloxyfop sales to 3rd party companies including FMC, UPL and IHARA.- Developed and implemented partnering with asset manager a post-patent strategy which mitigated impact of generics entry in pastures business in Brazil.

Facilitate S&OP process by articulating actions and influencing stakeholders ensuring company’s financial plan is delivered.- Monitored planning strategy execution and developed KPIs related to inventory turn and forecast accuracy.

Development of supply plans according to S&OP process to balance supply/demand and maintaining appropriate inventory levels.- Led 24 improvement projects with the team using lean methodology delivering U$2.7M savings in 2010.

- Reduced 25% of wastewater in Camaçari plant making it more sustainable and representing U$250M of annual savings.