Managing and performing the implementation of the Operations area across the higher education provider’s ecosystem, present in 12 states in Brazil, with around 400,000 students, 18,000 employees, and ~R$3 billion in revenue.Implementation of the efficiency and operational planning area, capex management, G&A planning, teaching workload, product efficiency management (SKU), and operations’ spatial demands. Standardization of clinic and laboratory equipment booking, reducing capex by around 15%.P&L responsibility encompassing the Operations area, preparation of a three-year strategic plan and annual budget.Leading the centralization and operation of 27 veterinary teaching clinics in 8 states and 80 human health teaching clinics in 12 states in Brazil.Restructuring the headcount model, through standardization of processes and systems, restructuring areas, generating savings of ~25% in the administrative personnel payroll.Centralized teaching management, involving around 5,500 professors in 12 states in Brazil.Leadership of a high-performance team, comprised of 7 managers; shared management in each business unit, building an environment of collaboration and engagement, with a focus on the customer. Building strong partnerships between key stakeholders, creating opportunities and innovative solutions.Analytical skills, development of tools and reports on KPIs, creating a results-oriented culture.Engaging in the university acquisition process, developing and implementing unique management processes, business models, and integrated systems.

Managed the areas of Finance, Sales, Products, Service, and People, encompassing 9 Business Units, (Bahia and Sergipe). Restructured and integrated 2 education providers into the company’s ecosystem; implemented processes and systems, renegotiated contracts, reduced rents and payroll, generating revenue growth.Implemented the Medicine course under the “Mais Médicos” program with recognition by the Ministry of Education.Restructured the entire academic area and implemented a new governance modelDefined the operational strategy, budget, and P&L management and implemented KPI control.Implemented a project to improve operational results with increased revenue and market share gains.

Managing the Sales, People, Facilities, and Academic areas, defining the operational strategy, budget, and P&L encompassing 14 Business Units in 2 States, (Minas Gerais and Goiás).Led the implementation of a project to improve operational results with revenue growth (new products and market share gain), shutting down loss-making operations and courses, reducing spaces (rentals), and reorganizing the regional management model improving agility and operational efficiency;Was responsible for restructuring and integrating 2 education providers into the company’s ecosystem, carrying out process and system implementation, contract renegotiation, reducing rent and payroll, and increasing revenue with new course launches.Entered the greenfield market in the cities of Itumbiara, Jataí, Conselheiro Lafaiete, Itabira, and Pouso Alegre, with a focus on increasing market share;

Managed a team of 16 direct reports and ~500 indirect employees, leading the areas of Sales, Service, Planning, Facilities, and Academic.Restructured and created a new University organizational chart, making the structure leaner and more functional.Planned, reorganized, and redesigned the areas of sales, marketing, and customer/student service.Restructured the academic area, improving indicators with the Ministry of Education, with an 18% reduction in payroll.Managed the Mooca unit, improving internal (employees) and external (students) NPS; ensured the delivery of targets (sales), with student retention and planned operational results.Planned and carried out the operation expansion process (São Paulo city and countryside), delivering 6 new operations.

Managed the Academic, Planning, Quality, and Systems Implementation areas. Prepared strategic planning and managed the operations budget, meeting Business Plan targets.Carried out planning and reorganization of the business design and Quality Management. Restructured the academic area, achieving a ~ 50% reduction in payroll.Led the portfolio expansion process, implementing around 30 new courses, with a 6-month integration period; submitted the creation of 40 more new courses with the Ministry of Education, generating revenue growth.

Engineering courses, providing students with better quality and greater operational efficiency.Implemented an academic quality project, leading Ânima to become one of the institutions with some of the largest, highest-quality Engineering courses in Brazil, according to the Ministry of Education’s indicators.Created and implemented a unified assessment project among Ânima HEIs, ensuring good practice sharing and reducing expenses.