Bruno Morelli Junior Email & Phone Number

São Paulo, São Paulo, Brasil

Plataforma de Comparabilidade de Medicamentos nas visões Farmacêutica, Terapêutica e Econômica, criada a partir de uma base de medicamentos padronizada e normatizada, resultado da união de outras 12 bases, o que permite uma granularidade excepcional. Entrega valor nos processos:- de análises de medicamentos, reduzindo em até 90% o tempo de pesquisa de farmacêuticos;- de padronização de medicamentos (CFT);- de compras com grande potencial de redução no custos na aquisição de medicamentos;- de análise de rentabilidade financeira;- de substituição de medicamentos;A Farmaco é disponibilizada a seus clientes através de um Software as a Service e/ou API as a Service.

São Paulo

Responsible for managing a portfolio of 300 strategic clients, with a monthly revenue of R$5.5 million, leading a team of four direct employees (sales executives), reporting to the Commercial Director.• Led a commercial team with a profile focused on negotiation and consulting, with a vision of generating value for the client, guiding the acquisition and implementation of solutions, products, strategies and good practices in the health sector.• Led the negotiation of strategic and high financial impact contracts, totaling a 30% increase in monthly revenue and a 15% reduction in churn.• Developed and implemented strategies that provided growth, new business, customer retention, increased Net Promoter Score - NPS and increased customers health score.• Structured engagement, cross sell, up sell and churn prevention playbooks processes, which resulted in a 30% increase in sales and a 15% reduction in churn.• Development of a close relationship with decision makers, through the dissemination of knowledge of products and offers, as well as the general technology ecosystem, growth and success strategies, aiming to increase partnerships with customers.

São Paulo

Responsible for structuring the area, as well as defining the customer relationship strategy. Led a direct team with 20 relationship executives, responsible for a portfolio of 5,000 customers including buyers and suppliers and annual revenue of R$ 120 million. Reported to the VP of Operations.• Technical guidance and support for commercial negotiations involving prospecting, process design, demonstration of products and services, following sales meetings with the strategic, tactical and operational levels of customers.• Implemented solutions and developed strategies that increased customer satisfaction and retention rates by 90%.• Interface with the company's internal areas for addressing and solving problems with improved NPS satisfaction level.

São Paulo

Responsible for creating the Commercial and Supplier Relations area, leading a team of 10 employees reporting to the CEO.• Defined and implemented a sales and supplier relationship strategy that led to a 200% growth in the first year and a reduction in churn.

São Paulo

Responsible for purchasing, import, logistics and production planning and control areas, leading a team of 50 employees reporting to the Plant Director.• Participated in the implementation of SAP, MM, MRP and WMS modules.• Led a project to hire a new logistics operator that generated savings of R$ 900 thousand per year.

São Paulo

In this position, I reported to the Director of the Human Health Business Unit.Main attributions of this position: Account management (10 Clients) in the Logistics Operation, Storage Operation, separation and Transport.New projects, contracts, contract deviations, budget, etc. This is a strategic position, as it is responsible for ensuring that the operation runs as smoothly as possible.Budget analysis, preparation of KPI's according to the interest of each client, preparation of performance reports, responsible for operational improvements, etc.

São Paulo

In this position, I reported to the Chief Financial Officer.The main attributions in this position were the implementation of SAP, MM and SD modules (Material Master and Sales Administration).In addition to this attribution, it is also responsible for the distribution of Free Samples as well as Promotional Materials through a Logistics Operator.Training of the Purchasing, Sales Administration, Logistics and Planning areas. Responsible for managing the contract with the Logistics Operator.

São Paulo

I reported to the Industrial Director, coordinated a team of 227 employees (Logistics, Purchasing, Foreign Trade and Production Planning).Managed an inventory of US$ 40 million/month and sales of US$ 450 million/year. Results: Restructuring of the Production Planning and Control area, introduction of the S&OP Meeting, which led to an improvement in the level of customer service from 85% to 94% of the items served, as well as the accuracy of the Sales Forecast of 20% for 45% of items (SKU).Logistics: Reformulation of the picking area and the separation bulletin, which led to a 30% improvement (performance) in the time of picking and dispatching orders. - Implementation of the barcode project in the storage, handling and separation processes with a focus on Quality, safety and performance of the DC with 15,000 pallet positions. Movement of 10,000 invoices and 9 million units per month.- Study for outsourcing the logistics operation with a focus on Finished Products.- Purchasing: Quotation for the supply of labels, inserts and cartridges for 12 months (supply contract) which brought savings of 20% with a higher Quality level.

Campinas, São Paulo, Brasil

I reported to the Procurement Director, had seven direct employees and managed an annual budget of US$700,000, inventory of US$30 million and annual gross sales of US$263 million.Results: Structuring of the area which led to a reduction in the number of employees by 30% (Prodome and MSD). Reduction in the cost of import storage, transferring storage from Infraero to a Porto Seco (1.5% at Infraero to 0.35% at Porto Seco of the CIF value).

Campinas, São Paulo, Brasil

I reported to the Director of Materials, led a team of six employees and was responsible for an annual budget of US$ 650,000, an inventory of US$ 35 million and estimated sales of US$ 230 million.Results: Structuring of the Planning Area (Prodome and MSD) which led to a 20% headcount reduction.Elaboration and execution of a strategic production plan to support the purchase of Prodome by MSD as well as the upgrade of the manufacturing areas.As a result of these activities, there was no market shortage.Elaboration and follow-up of the closure schedule for veterinary activities in 2004 (transfer to Merial) and sterile activities in 2004 (transfer to Ache Group) within the agreed period and without prejudice to the market.

Campinas, São Paulo, Brasil

As Foreign Trade manager, I reported to the Materials director, managed a team of four subordinates and an annual budget of US$ 450,000 and an annual import volume of US$ 61.5 million.The main activity in this role was supporting the Materials Director in the preparation and execution of a strategic supply plan to support the negotiation of the repurchase of the Prodome plant.This plan consisted of developing sources of supply for all products, arts developments, close relationship with the records area, etc.

Campinas, São Paulo, Brasil

In this position, I reported to the Director of Operations and managed three subordinates. Management of an outsourced Distribution Center, 22 employees, annual budget of US$ 1.2 million (DC) and US$ 2.0 million per year (freight).Implementation of the barcode in receiving operations, allocation (squares), movement and separation of material (picking) with a focus on quality, safety and performance of the Distribution Center operations, with 2,053 positions (pallets) for finished products and 1,200 positions (pallets) for promotional material.Monthly movement of 3,500 invoices and 30,000 volumes per month, Cold Chamber with 12 positions (pallets).Results: Negotiation of the Distribution Center Contract for another two years on the same basis (values) as the previous contract (US$ 1.2 million/year).Negotiation with carriers that led to an average delivery time of 48 hours throughout Brazil and generated gains of US$ 300,000/year.Expansion of the Distribution Center, increasing the storage capacity for finished products within GMP (Temperature and Humidity Control) standards in 600 positions and 1,200 positions (pallets) for promotional materials.

Campinas, São Paulo, Brasil

Reported to the Director of Materials and had three subordinates.Results: Inventory reduction program implemented in 2000, reducing inventory from six to four months (Benefit of US$ 5 million/month).

Campinas, São Paulo, Brasil

Campinas, São Paulo, Brasil

Campinas, São Paulo, Brasil

Campinas, São Paulo, Brasil

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