Andre Ribeiro Email & Phone Number

Sydney, Au

GHD is one of the world’s leading professional services companies operating in the global markets of water, energy and resources, environment, property and buildings, and transportation with 10,000 employees in over 200 locations across 20 countries.

Mississauga, Ontario, Ca

As part of the leadership team at the Volaris Group (Constellation Software), I was responsible for meeting profitability and growth targets for a portfolio of software companies in Brazil. As a ‘Player Coach”, I partnered with the C-Suite at each company to deliver significant operational improvements, making our companies stronger and more sustainable for the long term.Volaris Group is an operating group of Constellation Software Inc. (CSU.TO: ~$30B market cap). With hundreds of acquisitions completed to date and more than 30,000 customers in 30 countries worldwide. Constellation Software is one of the largest technology companies in the world.

Linthicum Heights , Md, Us

A Supply Chain Technology Value Added Reseller with 545 employees. (Private Equity Backed). Reporting to the Board of Directors and CEO. P&L responsibility - $110M Revenue, $20M OPEX and $3M CAPEX; 60 employees (6 direct).Recruited by the Board to lead the build-up and expansion of a newly-created division focused on the market’s fastest-growing segment. Within 90 days, delivered a strategic plan to grow and scale the business from start-up into what ultimately became the largest and most profitable division in the company. Implemented new org. structure and GTM strategy, built cross-functional teams, eliminated operational inefficiencies and low-return investments, orchestrated process improvements, and launched groundbreaking products and services – establishing the foundation for profitable, scalable and sustainable growth. Created a high-performance culture and achieved $$% boost in profits ($$M), $$$M in new revenue, $$M in EBITDA and a $$% increase in market share. (figures are confidential)☐ RESULTS DELIVERED (PART 1):● Digital Marketing / Go-to-Market Strategy / Multi-Channel Campaign: Rapid growth exposed operational inefficiencies, causing P&L pressure and preventing the business to scale profitably. Recruited talent to develop an E-Commerce platform as more cost-efficient channel to market and launched a best-in-class digital customer experience. Introduced new customer segmentation, buyer personas and, over the next 2 years, converted 80% of targeted customers to online shoppers. Added SaaS, professional and managed IT services to the portfolio. Lowered OPEX as a percent of revenue from 23% to 14%, elevating profits 20% and product mix margin from 30% to 35%.

Linthicum Heights , Md, Us

☐ RESULTS DELIVERED (PART 2):● Team Leadership / Demand Generation: Selected by the CEO to develop a $60M commercial relationship with a multinational T&L company. Led the cross-functional team creating the proposal which won the most profitable project in the company’s history. Full responsibility over project P&L, profitability targets, customer experience, marketing, sales and strategic vendor alliances. Doubled the divisional run rate within the first 3 months, delivered $12M profit in 8 months and generated additional $300M in sales pipeline/marketing qualified leads (MQLs).● Voice of Customer / Customer Experience: After previous organizational failed attempts to resolve unacceptable customer churn rates, appointed by the CEO to turn around critical Professional Services Business Unit. Navigated a change-resistant culture to institute Net Promoter Score (NPS) to identify the root cause and reverse negative trends. Built and led a cross-functional team to implement corrective actions and establish customer-centric benchmarks moving forward. Increased service contract renewal rates 13% (+$3M revenue) and improved Net Promoter Score (NPS) 10 points, exceeding industry benchmarks.● Marketing & Sales Alignment / Sales Operations Optimization / Sales Pipeline Acceleration: A time study revealed 20% of revenue consumed 80% of time spent by the sales team. Implemented a new lead-scoring methodology to segment and prioritize sales pipeline into distinct buckets. Streamlined demand generation process, automated or eliminated redundant and non-revenue producing activities. Gained 20% selling time, conversion of proposals to sales rose 15%, and sales cycle length shrank 20%.

Heerbrugg, St. Gallen, Ch

A $5B Global Leader in Sensor, Software and Autonomous Technologies with 4,000 employees. Reporting to the CEO. P&L responsibility - $40M Revenue, $9M OPEX and $2M CAPEX; 20 employees (6 direct).☐ RESULTS DELIVERED (PART 1): ● Voice of Customer / Data Analytics / Product Management: To re-invigorated the organization around customer-centric practices, built a Voice of Customer Platform branded “Insights Forward” (Customer Insights Team, End-User Events and a Channel Partner Council). Gathered critical customer data and translated it into actionable business insights. Expanded offering to include value-added services and established outcome-based business models (pay per use). Delivered $30M revenue increase, 3% profit lift and 15% share of wallet increase with Top 10 channel partners. ● Digital Transformation / Customer Experience: Promoted by the CEO to co-lead the companywide digital transformation initiative. Designed the strategy road map, integrated disparate customer-facing touch points across functional areas, established innovative roles for digital, mobile, and social media activation. Directed a series of employee events called “Digital Days”. Lowered OPEX across all functional areas 15%, resolved 50% of support inquiries and renewed 80% service contracts without human interaction. ● Market Research & Analysis / Product Launches: A lack of innovation slowed growth. Engaged by the CEO to elevate Marketing to own the innovation pipeline and become the idea incubator. Built an Innovation Platform branded “Innovation Forward” to foster breakthrough ideas across all levels of the organization. Commercialized new products, new services, new brands and new applications. Three funded projects increased revenue by $126M and profit by $30M.

Heerbrugg, St. Gallen, Ch

☐ RESULTS DELIVERED (PART 2):● Brand Building / Brand Portfolio Strategy: M&A activity created vast and complex portfolios. Conducted comprehensive portfolio assessment (market-, competition- and customer-needs analyses within the respective business units). Consolidated 5 overlapping brands, leveraged 4 brands into new categories, and extended 3 brands into new market segments. Increased ROMI 80%, improved Net Promoter Score (NPS) 10 points and generated $50M in attributable new revenue.

Heerbrugg, St. Gallen, Ch

In my first role with Hexagon, I reported to the Vice President of Marketing with a $7M OPEX, $1M CAPEX and 15 employees with 5 direct. I oversaw marketing strategies and budgets, the brand portfolio, value proposition, product launch plans, channel program, sales enablement and lead generation, execution of integrated campaigns, advertising, events, digital and social.

Jaraguá Do Sul, Santa Catarina, Br

$3B Global Electrical Equipment Manufacturer with 31,000 employees. After 1 year as a Marketing Associate, I was promoted to Marketing Manager reporting to the VP of Sales and Marketing. As the Marketing Manager I was entrusted with a $3.5M OPEX and 5 employees with 5 direct. I initiated the marketing department startup, including vendor and agency management, sales enablement, lead generation systems, channel marketing program, marketing communications, events, trade shows, advertising and digital.

Management Excellence Program, Focus Areas: Leadership, Strategy, Innovation

M.B.A., International Business

B.B.A., Marketing