• Accountable for B2B Credit Services solutions (+USD200m revenue & +70% market share).• Accelerated revenue growth (+18% CAGR) with expanded margin, as a result of a clear inspirational vision supported by high quality short- and long-term business plans and OKR based management to connect tactical plans with strategical directions.• Implementation of high-performance multidisciplinary teams with collaborative mindset - integrating business, product, technology and analytics teams – was key to optimize processes, improve products quality, accelerate time-to-market and expand portfolio - new product revenue share at 40% vs 0.5% in 2019.• Consolidation of market reference position, with +80% of all credit granted in Brazil with at least one inquiry to our solutions – result of higher performance products and new portfolio addressing new use cases, such as platforms and analytical solutions with Positive Data, Open Banking and alternative datasets to address each market segment specific needs.• Company spokesperson for topics related to Credit Risk & Positive Data and FinTech’s & Innovation.

- Initial focus on establishing connections with innovative companies, consultancies and startups around the world to develop a strategic plan, tools, processes and structuring systems that were key in the implementation of the innovation laboratory and to spread the agile methodology across the company.- Full bank organizational, cultural, technological and business model profound changes, a unique case in Brazil in a company of the size of Carrefour Bank, the 5th largest credit card issuer.- Rapid generation of exponential results by improving clients experience with products and processes, as a consequence of the implementation of an agile organizational structure, with multidisciplinary squads focused on the steps and pain points of the customer journey (awareness & customer acquisition, shopping & payment, customer service and retention), supported by channels & UX, digital culture and agility centers of excellence, and a data-driven leadership, with autonomy and responsibility to the teams.- Development and launch of the Innovation Laboratory, which focuses on knowledge sharing and on the dissemination of an innovative culture in the company, while promoting Design Thinking sessions and proofs of concept (POCs) of disruptive solutions that can be incubated and accelerated.- New headquarters office project proposal, approval and implementation leadership, a pillar that has been fundamental in improving the employees’ experience, in stimulating collaboration and, consequently, in creating a new digital bank.

- Formal accountability over Credit, Operational, Market, Liquidity and Regulatory Risk Management for Carrefour Bank.- Full transformation of the Risk area purpose, which increased the value added to the organization, from a structure limited to the regulatory reporting to a relevant and strategic source of knowledge to support the Board of Directors decisions, based on the risk appetite and the optimization of the relationship between risk and profitability.- Development of statistical models, processes and governance to continuously optimize the performance of policies and strategies for new customers acquisition, credit limit review, financial products offer and collections.

- Leadership of collections operations, policies and strategies structures (portfolio of BRL 4 billion), with 20 internal employees and more than 700 people in third parties.- Reduction of more than 20% in the credit loss index and a 50% increase in post write-off recovery, as a result of the implementation of the best practices successfully tested in the European market, as well as a review of the call centers and debt recovery agencies structures.

- Migration to Barclays as responsible for the strategic and operational structures of Collections and Credit Restructuring, with +120 employees (Mortgage, Personal Loans, Credit Cards, Auto Loans and Revolving Credit portfolios, with + € 6 billion outstanding).- Improvement of over 40% (€ 45m) in credit provisions in 2010, with no increase in operating expenses, in an environment with the largest delinquency in 13 years, as a result of a detailed review of the processes, segmentation, strategies and outsourcing model.- Performance delivered in 2010, led to an increase in scope, with the management of the collection structures with +500 people and the delinquent portfolios in Spain, Greece and Ireland.

- One of the executives selected in several countries to implement and develop Citibank's headquarters & business in Portugal, with direct responsibility for the Collections department, what involved the hiring and training of the management team, the internal and the outsourced structures (more than 300 people).- Delivery of credit recovery 20% better than the objective, in an worsening economic scenario, as a result of the implementation of new strategies, negotiation tools, systems and processes (new statistical models, managing reports & projections and the back office structure).- Direct participation in the strategy and M&A process that has sold Citibank to Barclays Bank.

- Integration of systems, operations and collection processes, as a result of Credicard portfolio spin-off between Citibank and Itaú, with app 7 million customers.- In parallel, collections strategy & operations teams' leadership, focusing on continuous performance improvement with A / B tests, new contact channels and segmentation models and near operations management.- Unification of Credicard, Retail Bank & Citifinancial collection areas.- Top Performance Employee Award 2007, as a recognition for the implementation of the 1st use case in Brazil of SMS replacing the letter.

- Innovative CRM project at Real ABN Amro Bank to increase the portfolio and the customer loyalty with new services and product channels, score models to improve offers leads, and a full review of quality & complaints management.- Operational and systems integration of the insurance company AIG with Unibanco.- Optimization of the cash transportation logistics to Tecban ATMs.

- Trainee program focused on the development of skills and immersion in different departments for 12 months.- Invited to integrate the team responsible for evaluating Sudameris Bank credit portfolio to support the price offer definition, followed by the due diligence and the processes, teams and portfolios integration.- Finalist at the 2003 Synergy & Innovation Challenge, at the ABN AMRO headquarters, in Amsterdam.