-Act as a Professor and Speaker on the subjects and topics of Commercial Planning, Strategic Intelligence, Market Intelligence, and Pricing.

-Led a team of 41 people in implementing a new market strategy based on the "Go to Market" methodology and differentiation of InterCement's Service Channels technical, industrial, and retail.-Redefined the company's market presence (GTM-based), adjusting the service model and aligning key processes, resulting in significant impacts on production, distribution, and product sales.-Managed at least 10 products in the portfolio, including 8 related to Cement and 2 for Mortars, overseeing a monthly budget of approximately USD 88,000 in technical investments for product adaptation, as well as expenses related to travel, transportation, and customer events.-Optimized the product portfolio, ensuring greater efficiency and value generation throughout the production chain, reducing up to 1.2% in key production costs.-Spearheaded a minimum 3% increase in EBITDA generation by optimizing distribution channels, resulting in 5% EBITDA growth in the first 12 months solely through optimizing sales based on channels and improved service/distribution, equivalent to approximately over USD 8 million.-Optimized the Brooker volume share from 4Q21 to 4Q22, achieving at least a 50% increase and a resulting 64% share in comparison.

-Oversaw at least two quarterly pricing and market intelligence initiatives projects, managing a monthly budget of approximately USD 24,000 primarily allocated to analytical tools, studies, and market research.-Restructured the commercial policy, including criteria, methods, and approval workflows, resulting in a reduction of over 7% in commercial discounts and savings exceeding USD 2 million in Net Revenue over the year.-Revamped the payment terms process by introducing new rules, conditions, indicators, and established gain monitoring, leading to an improvement of approximately USD 2,2 million in the company's annual cash flow.-Implemented a cash generation-focused management model, incorporating a methodology that optimizes sales in high-profit markets, segments, and channels, resulting in an EBITDA impact exceeding 12% in less than 24 months.-Led 2 teams, totaling 18 members, in the Revenue Management and Competitive Intelligence areas, guiding the commercial strategy for results and revenue maximization, while monitoring competitors through comprehensive technical assessments.

-Participated in Mergers and Acquisition (M&A) initiatives within the cement, concrete, and aggregates sectors, significantly enhancing the company's capital structure and providing greater operational agility to management without compromising market service capabilities.-Led the mapping and revision of the company's asset portfolio, focused on optimizing results and swiftly generating cash through asset sales, highlighting the Paraiba Project, involving nearly a year of analysis and negotiations, resulting in an injection of USD 48 million.-Coordinated the sale of ground assets and the optimization of flow between units in the Southeast Project, contributing to the generation of USD 5 million in revenue as part of the value maximization strategy within the portfolio restructuring context.-Implemented projects and negotiations using methodologies such as Discounted Cash Flow and multiple comparison tools to balance cash through M&A operations, resulting in investments of nearly USD 80 million over the period.

-Conducted over 80 high-impact strategic and economic-financial studies encompassing market analysis, trends, competitor evaluations, and investment opportunities, resulting in the development of projects such as the acquisition of Cimpor company, valued at 3 billion EUR.-Reported to 9 senior executives, maintaining consistent communication with the CFO Brazil, Corporate CFO, Director of Sales Brazil, Director of Supply Brazil and Corporate, Director of Industrial Brazil, Corporate VP of Engineering, Corporate VP of HR, and Corporate VP of Marketing.

-Assisted in the integration of operations across 7 countries, encompassing over 30 cement units, more than 40 concrete operations, and thousands of new employees spread across 8 countries, culminating in aligning strategic processes across all countries and business units within the group in 2 years, establishing a unified management model.-Implemented long-term planning processes (5 years, 10 years, 20 years) in Brazil, Portugal, and Mozambique, with a focus on enhancing operational efficiency, achieving a substantial change in the day-to-day business management model in these countries.-Built InterCement's strategic map based on the Balanced Scorecard (BSC), monitoring a 10-year vision and mission, culture and competencies agenda, financial, environmental, and social aspects, breaking down into 24 management indicators for the geographies under supervision.-Provided support to the CEOs of Brazil, Portugal, and Mozambique, developing the 5, 10, and 20-year multiannual plans, analyzing demand projections, and market competitiveness, and evaluating investment and divestment needs (feasibility analyses and M&A opportunities).

-Built the first business plans for the company in Brazil, spearheading a project called “Sinergias Brazil” valued at EUR 70 million.-Played a key role in the entire M&A project for Cimpor company, totaling over EUR 3 billion, from conceptualizing synergies valued at EUR 133 million, assessing opportunities worth around EUR 80 million, newCo valuation, due diligence, EUR 100 million in asset swaps, to executing the PMI in Mozambique and Brazil.-Headed the Post Merger Integration in Brazil, a critical process for M&A success, aiming to integrate two companies that merged to form “InterCement”.

-Conducted Market Intelligence analyses and assessments across approximately 10 distinct reports, providing support for various commercial aspects including internet banking, current accounts, and card products.

-Analyzed customer complaints and improvement suggestions, categorizing them into metrics and creating solution reports within the company. -Implemented the "Customer Listening" Project, amplifying customer concerns through group surveys, call monitoring, and customer feedback, to develop a credit card with smaller dimensions and enhance Internet Banking.-Supported the implementation of several projects, particularly those related to data management (DBM - Database Marketing) and the introduction of new tools for structuring and managing information (software and analytical tools).