In 2018, the Regional VP offered me a leadership position in cloud development business for the LA. Despite limited resources, I secured our first two regional clients within the first year. This achievement allowed me to gain approval for five highly motivated and fearless pre-sales academy graduates in four different countries. In their third year of operation, we secured the largest cloud contract for the SAS Cloud Globally. Throughout this journey, we documented and shared our success on Sales Central through two Playbooks, consistently ranked in the Top 5 for the last three years.In 2019, I successfully developed the first Innovation Lab and Customer Experience Zone in LA, showcasing my ability to innovate and improve customer experience.As the cloud business faced challenges in LA due to high regional costs and limited knowledge of our cloud offerings, I assembled a program to customize offers and optimize prices. We developed a business plan for SAS Cloud in LA and partnered with marketing, PreSales, and IT teams to create unique materials for the region in English, Portuguese, and Spanish.During this five years , implementing and direct the Regional Sales Acceleration Programs in LA. My team developed Sales Readiness for Cloud and tropicalized the Modernization Program with PreSales, CIS and GTP teams. In 2020 we had already sold one Cloud deal in each country with a Local SAS Office in LA In 2023 Cloud Revenue was already 13.5% of the LA Total TOR and we sold the first 3 deals using the Azure MarketplaceMy Revenue Targets Achievments in this period 2017 - 136% - IoT, Cloud and Viya NRR Target for the Region.2018 - 161% - IoT, Cloud and Viya NRR Target for the Region.2019 – 170%- IoT, Cloud and Viya NRR Target for the Region.2020 - 150% - Cloud NRR Target for the Region.2021 - 81%- Cloud NRR Target for the Region.2022 - 133,8% - Cloud NRR Target for the Region.2023 - 120% -Cloud NRR Target for the Region.

As Sales Manager, my responsibility was to sell software and consulting services and renew current licenses. I was also in charge of commercial planning and strategies for the following Telco accounts in Brazil: Tim, Oi Nextel, GVT, and Contax. With the support of BASE Sales Methodology, I act like a team leader to increase the strategy’s effectiveness by connecting pre-sales, sales operations, industry specialists, consulting, and legal teams. During this journey, I developed relationships with C-level executives from Marketing, Finance, Revenue Assurance, CIO, and CDOs. My strategy was to focus on a Value Selling approach in Advanced Analytics Solutions. I aimed to identify my client's problems and needs and develop offers with high added value, making me a trusted advisor. Using my technical skills as an architect, I developed a business strategy. I modernized the analytical environments from SAS to Grid with a faster and optimal infrastructure architecture (SSA -> MAS and Risk -> Intel). By implementing the SAS real-time decision engine in prepaid segments, we increased revenue from Recharge LoBs. SAS solutions became a core component of my Telco Accounts architecture.Quota Achievements :• 2012 Account Executive – 124%• 2013 Senior Account Executive – 162% - President´s Club , Spiff winner 1# in Visual Analytics New Contracts in LA• 2014 Senior Account Executive – 229% - President´s Club, Second Largest Deal in LA• 2015 Senior Account Executive - 79%• 2016 Senior Account Executive -103%

I was hired as an Industry Advisor to suport the Telecom Strategic Accounts Team to develop complex deal in Software sales, including Applications and Technology. My main activities included the elaboration and tactical execution of the Solution sales plan, using the Value selling approach (Architecture & Blueprint). I prepared financial business plan studies and developed networking, including with C-Level executives. I also acted as a client advisor in the development of key solutions for the industry, supporting planning, always applying the Oracle portfolio as the main means. I directly participated in the development of the account development plan , which included activities such as mapping and developing relationships in IT and Business areas, as well as executing activities in the closing plan of the main opportunities.

I was hired as a Pre-Sales Consultant in the Telecom and Media industry. During my time, I worked with Oi’s account and successfully developed and closed opportunities worth around 8 million dollars within two quarters. During this period, I was granted the Building the IBM Future Awards due to my results that helped to sell the largest Telco deal in GBA in LA. Additionally, I was able to develop opportunities for GVT and Vivo. My primary responsibilities included building relationships with IT Executives on the accounts and technicians, designing solutions using value selling techniques, supporting the development of account planning, and continually developing the sales pipeline with new opportunities.

As an IT Manager of the Systems Integration Area, I managed a team of 19 people across two cities. I was responsible for maintaining and evolving the system integration architecture based on SOA for the Oi Telco Group. This allowed them to launch TriplePlay products in an agile, flexible, secure, and sustainable manner.I implemented a new Data Integration Hub using Informatica ETL concepts, which was highly available and cost-effective. I was also responsible for leading the MIPS reduction project that resulted in savings of about 5 million annually in Opex.I develop from scratch a new system area forsupporting the Centralized Work Order Management process in OSS.Initially, I led the area of Enterprise Architecture, where I planned the evolution of Oi's Technological Architecture and supported the systems areas of Billing, CRM, Middleware, and Web for performance tuning of their applications. In this role, I also defined the standards and guidelines of architecture and integration of systems, supporting a portfolio of about 500 projects yearly.

During my time at Telemar , I was in charge of two Telco Billing Projects in Arbor (Kenan/BP). The first project was Purge and Archiving, which I managed by myself, and the second was Performance and Quality Control, in which I led a team of three people. My responsibilities included coaching and leading the team, schedule management, training programs, and presentations for Telemar IT Executives.As a result, I implemented the archiving and reorganization processes for Telemar Billing tables, which helped me recover more than 35% of the disk space. Additionally, We reduced the processing time of the Core and Non-core application of the Billing, Accounting, Collection, Billing, Payments, and Middleware Application Group by 80%. Overall, we reduced the total processing time of the Billing cycle by 45%.I also participated in the integration project of the Corporate and Consumer Clients of Embratel (Arbor - Tibco - Siebel ). In this project, I was responsible for analyzing the impacts of change managment on the Arbor platform.

I was hired to oversee the Billing Operations Area for both Consumer and Corporate LoBs. In this role, I was responsible for managing a team of three individuals, providing leadership and coaching to ensure efficient operation of the Billing schedule. I also prepared Billing Operations Reports and ensured revenue assurance first checks. Additionally, I coordinated the Billing Archiving project and actively participated in other projects related to the billing area, which resulted in the recovery of $10 million revenue for Intelig.

I have worked on the largest billing project in Latin America for Lucent, as a part of the EMBRATEL team. I was responsible for the billing operations area of the Lucent team, and my performance focused on ensuring operational excellence between the billing system and its interfaces with CRM, MasterDatabase, and Mediation. During my time there, I was involved in the Revenue Recovery project and was one of the responsible individuals for creating solutions to address gaps in the interfaces between CRM, Billing, and MasterDataBase. These actions resulted in a revenue recovery of approximately 15 million dollars.

I developed and modeled the Marketing Budget System, which controlled around 180 million dollars annually. This system allowed for an analysis of the financial performance of Marketing activities. Additionally, I managed and elaborated the Coca-Cola Brazil Intranet project, along with its Endomarketing strategy. I presented the ROI to the Vice Presidency of Finance, raised a budget of 150 thousand reais, and executed the project of centralizing the Company's management reports in Info Reports. This helped to reduce the cost of data processing in critical periods and increase the availability of information. Finally, I also implemented the Consumer Service System of Coca-Cola Brazil for the Division of Venezuela.