Responsible for B2B sales, Marketing, Project Management, Customer Relationship Management (CRM), Marketing Strategy, Product Development. Responsible for the unit P&L, which represents 47% of the business; Execution of the recommendation strategy model and relationship with the technical community. Strong performance in the digital channel, developing new ways of customer relationships and experiences; Construction and maintenance of partnerships with KOLs, Hospitals, Clinics, Creators and NGOs. Performance in the main sales channels, such as: distributors, representatives and direct sales . Leadership of a multi functional team, with the purpose of developing and creating an inclusive environment. Member of the Brazil board and leader of regional projects and between different segments within Mars. Main achievements:- +18% growth in Veterinary line revenue (22vs21). +21% YTD 23.- 65% growth in recommendations (prescriptions) in our PortalVet app (22vs21). YTD 23 + 44%.- Launch of the Analergenic Line in 21, with performance 7% above planned in terms of volume growth.- Implementation of Direct sales via Full commerce for VETs in RJ, with more than R$3M in sales (MAY to OCT 23) which represents 20% above the Business Plan.- From 38% to 52% representation within the business as a whole between 21 and 23.- Team: 80 direct employees (among these, 4 Senior Managers) and 300 indirect employees.

Responsible for all Marketing skills, member of the company's Sr. Leadership, leading a team of 5 Sr. Managers and +60 associates. Execution of global content and media initiatives. Portfolio management and Brand communication, accelerating our presence on digital channels. Leadership of a technical team, responsible for building relationships and transmitting knowledge to our prescribes. Management of the A&CP (Advertising and Consumer Promotion) and OVHDs (People expenses) budget totaling R$ 120MM. Responsible for our innovation agenda, working closely with regional and global teams and leading step 1 of the SOP process. Main deliverables:- Launch of important innovations, contributing +R$ 12MM in sales growth;- Structuring the digital channel, implementing important initiatives such as CRM, reaching an opening rate of 11.4% and accelerating our social media;

Leadership and Development of a sales team of +500 people across different channels, with a direct team of 7 Senior Managers. Creation of Trade Marketing in 2018, implementing perfect visit and perfect store programs, as well as reviewing sales and marketing processes. Development of Mix Strategies, implementing perfect mix per channel, increasing coverage of strategic lines (+15%) and profitability (+4pps). Main deliverables:- 18% growth in 2018 with +5 pps profitability.- Expansion of the direct channel (from 25% to 80% of the company's revenue) without disrupting the business.- Building a team of 120 people in direct operations- Implementation of the perfect visit program, increasing our visibility in store (+30%)

Responsible for direct sales channels, Key Accounts, administrative area and sales development, leading a team of 6 Senior Managers and more than 120 people. Expansion of direct sales in SP and RJ areas, increasing penetration and Mix. Implementation of business plans with main accounts and culture change. Collaboration as Senior Leader of the company in important business decisions and management of regional and global stakeholders. Main deliverables:- Successful transition from indirect to direct operations in the northern interior of SP, hiring 45 people, ending contracts with 4 distributors, without any disruption to the market.- Quick reaction and mitigation after a cyber attack suffered globally by the company.- + 8% growth and +4 pps profitability.

I participated as a Key User for sales in the implementation of the new ERP (1navision) and Sales system, participating in a Global project and managing Global stakeholders. Led the review of our RTM (Route To Market), redefining our distribution channels and expanding direct operations within the states of SP and RJ. Main deliveries;- Construction and approval of the Business Case for expanding the direct sales model in SP and RJ, ending the contract with 5 distributors;- Redesign of sales processes, aligned with global standards, automating processes;- Implementation of control panels, with data-based management.

I execute a turnaround in the unit, changing processes, service structure and commercial policy. Responsible for a cross-functional team (Finance, Logistics, Sales, Marketing, Technical) of 6 people and more than 35 associates. Responsible for 20% of the company's revenue, being a laboratory for defining the direct service model. Main deliverables:- Recovery of the unit's performance, returning to delivering results after 3 years of poor performance- +18% growth (13-15), gaining representation within the company (From 14% to 20%)- Greater growth in climate research (Gallup) in 2014, being recognized as one of the 10 best units in engagement- Construction of the direct service model to be replicated in other geographic regions

Responsible for managing 9 distributors in the São Paulo and South region. Leader of 4 area managers and an indirect team of +450 people. Responsible for restructuring the channel, representing 75% of the company's revenue with monthly revenue of R$ 20M. Main Deliveries:- Definition of the service structure for the indirect channel;- Implementation of processes and governance control in managing funds and distributor performance;- Review of the distributor network, from contracts to geographic region.

Sales Coordinator responsible for serving the Pão de Açucar Group, initially being responsible for the Powdered Drinks and Desserts categories, assuming 100% of the portfolio (Chocolate, Biscuits, Candies and Gums) in Feb/2012. Responsible for selling sales with buyers, leading a team of 2 salespeople. Responsible for store execution, leading an execution team, with 4 Merchandising coordinators and more than 350 promoters until 2011. Main deliveries in this period:- Implementation of a JBP (Join Business Plan) aligned with the global contract;- +18% growth (12 vs 10), greater than the company's growth;- I participated in the project to create the execution area, where we created an Execution department, moving the merchandising team to geographical operations and no longer by channel.- Chosen as partner for the check-stand G&C (Gum&Candy), reviewing the entire assortment

Responsible for Lojas Americanas customer service, such as the ongoing scope and Sell Out in the SOUTH region and State of São Paulo. Manager of a direct team of 3 Coords. of Merchandising and 66 promoters. Focus on perfect execution, sell out actions and market share growth. Main deliverables:- Implementation of the Perfect Execution program, increasing our physical presence in stores (+8%) and gaining Market Share of +2pps.;- Perfect execution of Easter 2010, reaching an all-time record for customer returns (1.6%);- Introduction of the Powdered Drinks category on the Express network

As a Senior Transport Analyst, my main responsibility was the management and monitoring of all our deliveries in Brazil and exports. Responsible for monitoring our transporters and interfacing with our Logistics operator. Management of the Transportation budget (R$ 120 MM/year) and constant search for continuous improvement in the level of service and cost reduction. During this period I was able to:- Cost reduction of around 12% in 2009 (Savor Project);- Excellence in the Easter delivery operation, contributing to the record Returns (1.8%);- Study to centralize deliveries for large and medium-sized networks, generating mutual benefit.

I had the opportunity to start my career as a Trainee at the then Kraft Foods, where for 12 months I had the opportunity to participate in an intense training program, doing in-depth on-boarding in areas such as Purchasing, Manufacturing, Logistics, Finance, Sales and Marketing, building a network of relationships and understanding the company's processes and culture.