+ I implemented the Contact Center of the company, tripling sales by this channel in 6 months. + Leader of process optimization projects, continuous improvement and automation, that generate savings of up to 30% of the administrative payroll.+ Professionalize customer service through implementation and centralization of new channels such as Chat, WhatsApp and Facebook.+ Promoted and managed the implementation of new technologies and digital tools that simplify operational work and facilitate and improve customer experience.+ I defined KPIs for monitoring, customer service and sales, which facilitate collaborative work, the achievement of results and the work from home of the collaborators.

+ I managed to increase in more than 100% the sales of personal loans and insurance policy through a redesign of the incentive scheme and training for sales staff.+ I implemented the Credit Card Sales area with 40 telephone executives through which we reached more than 4,000 sales monthly from the sixth month.+ I increased from 30% to 70% the percentage of retained customers through the creation of a special area to carry out the work of conviction, establishing goals and customer incentives plans.+ Organized and implemented the Contact Center Migration Plan, for the clients portfolio selling of Credomatics to Invex, which was carried out successfully and without any impact on the indicators.+ Developed and implemented strategic planning for the Customer Service Area organized efficientlyhuman resources and optimized response times, reaching and maintaining the abandon call indicatorsbelow 3% and Service Level exceeding 80% in 20 seconds.+ Led the creation of the Elite Customer Service project, which involved all the company areas to establish of client's critical indicators, generation of SLAs (Service Level Agreement) and developed an internal and external service culture, achieving an increase in the customer satisfaction of more than 10 points reaching 96% of constant rating in surveys.

+ I developed and implemented the creation of Quality Monitoring area through which calls were listened to executives and feedback on their work, improving by 25% the collection effectiveness.+ I restructured the Quality and Training area, establishing indicators and work methodologies for monitoring executives, reducing the learning curve from 3 months to 1 month.+ I promoted the creation of the Credomatic Corporate University, a career plan for executives and middle managers that allowed them develop skills in their area of ​​competence and in others of theirinterest through more than 30 courses and workshops that encouraged the achievement of monthly goals.+ I generated a motivational plan to encourage the achievement of goals of executives and supervisors, with which we improve recovery amounts by more than 20% from the first month of its implementation.+ As a Quality Auditor I participated in 4 internal audits and 2 external of ISO9000 achieving the approval grade and without no relevant observation in the área.

+ Completely redesigned operational indicators of Collection área, focusing on the analysis of productivity results on a daily and hourly basis, to be able to take decisions at the moment, which improved the recovery of portfolio by more than 15% in the first 3 months.+ I made the automation of the reporting of the area through macros, reducing by 90% the attention time to key users.

+ I managed to reach more than 95% of the sales goal of the area center of the country through vendor development plans and middle managers, generating coaching and personalized follow-up in every office.+ I redesigned the sales training plans obtaining at least 10 percentage points improvement in the results of more than 70% of sales staff.+ I coordinated with the Sales Managers, the restructuring of administrative activities to achieve theconstant cost control and obtain the income goals for 1 year.

+ I redesigned the operating processes which allowed to optimize the response times and resources, achieving an improvement of more than 25% in customer satisfaction and reduction in working hoursof the team.+ I led the area restructuring, with which was able to reduce the operating costs by 30% and a staff reduction of 20%, 3 months after implemented.+ I established the kpi´s plan and incentives for executives through which it was possible to give punctual follow-up and productivity results daily, improving by almost 45% in 6 months.

+ I automated the daily processes of the area achieving a reduction of more than 80% of the resolution time of the new procedures and purging the inventory of applications overdue for more than 1 year.+ I designed the reporting of the operational indicators, to generate service traffic lights and service agreements with branches of the bank nationwide. + I collaborated with improve processes projects, generating administrative simplification and the automated response systems implementation.