• Responsible for the Caterpillar brand start-up in Brazil.• Construction of the sales team, development of POS materials and training of Dealers.• Co-responsible for determining the Product Mix in the various operating categories (Clothing, Footwear and Accessories), pricing and investments.

• Responsible for the strategic and financial management of the States of São Paulo and Paraná, in all categories (Clothing, Footwear, Accessories, Equipment, etc.) and B2B sales.• Responsible for Merchandising and Training of Reseller teams.• Structuring and implementation of a new Go to Market model, through the change from Commercial Representatives to Inside Sales. Main results:• Increase in sales volume by 57% versus the last fiscal year.• Reduction in the operational cost of Sales by 58%.• Optimization of Merchandising resources (POP material, development of new materials)• 38% increase in the number of customers.

CARNIELLI ADVISORY AND TRAINING - COMMERCIAL CONSULTANT AND TRADE MKT [March / 2017 - Present]• Focused on the restructuring of sales teams, commercial sectors and multifunctional internal teams.• Training of sales teams, reduction of operational costs, implementation of processes and operational systems.• Acting in the Retail, Consumer Goods, Pharmaceutical, Clothing, Footwear and Accessories, Optical and Similar sectors.

• Acted in the strategic and financial management of the national sales and trade marketing team, comprising 115 employees responsible for the commercialization of the Healthcare Line (pressure monitors, nebulizers, thermometers and bioimpedance scales) – managing a budget of R$ 187M / year and reporting to the General Director of Operations in Brazil;• Attended the main customers of Retail Pharmacy (Carrefour, Walmart, Raia / Drogasil, DPSP, Pague Menos, D1000), Pharmacy Wholesalers (GPZ, Profarma, Recmed, Panpharma, DP4, Dimed, Dislab, Casa & Video, CEM Stores), and Surgical Stores (Mafra, Foot Support and Scalpel).Main Results:• Developed and implemented the restructuring of the team of Managers KAs, Sellers (PJ) and Trade MKT. Result: Savings of R$ 200K in 4 months;• 15% increase over the last 6 months in the distribution of pressure monitors through the focus on distributor sales force training, ensuring a quality coverage mainly in independent networks;• Gross Margin increased to 43.2% vs. Target of 41.2%, focusing on Direct Retail customers.

• Focused on the restructuring of sales teams, commercial sectors and multifunctional internal teams.• Training of sales teams, reduction of operational costs, implementation of processes and operational systems.• Acting in the Retail, Consumer Goods, Pharmaceutical, Clothing, Footwear and Accessories, Optical and Similar sectors.

• Managed the sales team for Key Accounts comprised of 1 Operations Manager, 5 Regional Managers and 58 Representatives - budget of R$ 75M / year and reporting to the Chief Operating Officer;• Structured and implemented KAs exclusive service strategies - based on the characteristics and peculiarities of each one, separating them in centralized service and store-to-store service - forming a multifunctional team, integrating the areas of Marketing, Merchandising, Logistics and their respective customer areas. Result: Growth of KAs by 53% versus the same period of the previous year.

• Managed the sales team composed of 18 salesmen and 1 internal assistant responsible for the states of SP, PR, SC and RS - equivalent to 43% of sales in the sports segment;• Developed and implemented strategies to reinvigorate and reposition the brand in the Greater São Paulo region, through analysis of the performance of the trading partners, location of the POS, number of POS in the same area / location of interest, level of commercial partnership and shutdown of POS in areas that did not adequately represent the brand. Result: Supported the supply to 90 POS in the region, restructuring the customer portfolio of the vendors, an increase of 6% in sales in the following quarter;Managed and held worldwide inauguration of the first Oakley Outlet Store (operated by a third-party trading partner) showing the need to have this operation profile for leveraging sales of products from old or off-line collections. Result: Viable sale of remaining inventories, with profitability of 40% and sales increase of 23% versus the same period of the previous year;• Increased sales in more developed regions (regions of the State of Rio de Janeiro and State of São Paulo) through the restructuring of customer service, re-dimensioning the areas of operation and hiring two new employees. Result: Growth of 26% and 42% respectively in the regions cited.

• Managed strategic team comprised of 1.1K employees, including 1 National Operations Manager, 9 Supervisors, 70 Field Coordinators, 4 Internal Analysts, 820 Sales Promoters and 190 Beauty Consultants - a budget of R$ 750M / year and direct reporting to the National Sales Director and Trade Marketing Director.• Managed five service agencies and an agency of national distribution of merchandising materials;• Developed and managed the entire outsourcing process of the direct team of promoters (from Gillette), from project design, savings, hiring and training of new promoters and conflict management, involving different departments. Result: Increased R$ 600K / year in savings;• Unified teams of Supervisors, Coordinators, Sales Promoters and Beauty Consultants, aiming at optimizing field management, saving financial resources and promoting agility in the implementation of product initiatives. Result: Besides the agility in the implementation of strategies, there were savings of R$ 350K / year;• Organized and optimized budget of R$ 32M / year, correctly allocating costs within the sales teams, reducing operating costs of the Merchandising agencies and POP Distribution Agency. Result: Increase of 18% of the sales promoters' attendance capacity in the assisted POS.

• Reestablished commercial relations with P & G Brazil's main drug account (Profarma) through the modification in the service of the region's salesmen, elaboration of more simplified commercial policies and focus on training in the sales team. Result: Index of 23% above the average of the last 6 months and increase of 30% of the numerical distribution in hygiene and beauty products;• Carried out prospecting - in the framework of internal collaborators - training and development of Professional Top Talent for the region, enabling him / her to become one of the leaders of the Company. Result: Within one year the professional was promoted, continuing work in the states of RJ and MG, indexing growth of 18% versus the same period of the previous year.

• Implemented the project "80 by 4" from Go to Market aiming to introduce new product launches in 80% of the numeric distribution of customers in up to 4 weeks, aiming to increase distribution, sales and merchandising actions. Result: 38% increase in the number distribution in wholesale and distributors of the region;• Restructured the team of supervisors of the NE region, through hiring, training and development of the new team, aiming at better performance and development of talents. Result: 3 of the 5 contractors started to perform the function of Department Managers in the company.