• Leadership of 60 employees (8 leaders and 52 individual contributors, including internal and external team members) in the Technical Assistance and Commercial areas, reporting to the Marketing Director and CEO.• Restructured the Trade Marketing area and established the Commercial Intelligence area, focusing on team development, process optimization, and increasing operational efficiency.Sales:• Restructured the Sales area, revitalizing the customer base and aligning it with the company's needs, resulting in significant improvements in commercial results.• Responsible for developing the commercial strategy, budget control, and managing performance KPIs for the team, brands, products, and customer portfolio.• Cultivated a client portfolio of 1,300 stores across Brazil, following guidelines to increase market share and profitability of sales.• Developed a training calendar for the internal team in SPIN Selling.• Managed indicators such as revenue, quantity of products, clients, average ticket, and distribution by region.After-Sales (Technical Assistance):• Responsible for developing the service strategy, budget control, and material planning, ensuring operational efficiency and quality in the service provided.• Monitoring of customer service KPIs, inventory control, supply purchasing, service level agreement (SLA) for service, and SLA for delivery.• Managed 300 after-sales stores across Brazil, focusing on excellence in customer service, as well as planning product replenishment and warranties in authorized networks, ensuring availability and logistical efficiency.• Developed a training calendar for the authorized network, prospecting new partners, and ensuring adherence to customer service policies.• Provided field information to the Quality area to drive continuous improvements in products.• Developed and implemented the Omnichannel service strategy, prioritizing First Call Resolution (FCR) and customer experience (CX).

• Managed a team of 12 people and a customer service partner with 6 members, responsible for a budget of BRL 3 million and inventory worth BRL 5 million, reporting to the Director of Operations.• Restructured the after-sales area to cater to premium brands such as Caloi and Cannondale, requiring a more sophisticated approach with customers.• Redesigned the customer service process, reducing response time from 20 to 5 days, aligning with the expectations of demanding consumers.• Developed reports to monitor product quality, identify issues, and implement effective data-driven solutions.• Gained recognition for the company by receiving 5 "Reclame Aqui" awards as the best company in the segment, transforming Caloi into a reference for customer service.• Collaborated with startups through AceCortex, coordinating an innovation project to implement an agile culture, establishing problem-solving processes in squads and promoting collaboration among cross-functional teams.• Identified bottlenecks in logistics and developed a project that reduced product delivery time from 20 to 7 business days.• Coordinated the Caloi + Yellow project focused on bicycle manufacturing, promoting strategic partnerships and innovation in product development.• Led 2 Managers and Analysts, reporting to the Executive Committee, which included the CEO, CMO, and CFO.

• Structured and managed the Industrialization Engineering area, reporting to the Operations Director, with the goal of supporting the factory in technological evolution.• Supervised testing schedules for new product launches.• Verified prototypes against the bill of materials (B.O.M) and created the B.O.M, including production versions and functionality tests in SAP.• Scheduled and executed try-outs and pilot batches, ensuring the functionality of new products through testing and adjustments before large-scale production.• Introduced new processes, such as aluminum brazing and Flat Welding technologies, and Walter Slide adhesive bonding.• Responsible for inventory and transfer of equipment during the acquisition by Dorel Sports and the closure of the Atibaia factory.• Coordinated the transfer of children's product lines from São Paulo to Manaus, managing budget, layout, machinery, transportation, and introduction plan.• Redesigned packaging and protective accessories for medium and high-value products, increasing efficiency and presentation.• Established a link between product development and manufacturing, structuring processes for building and testing the B.O.M, and standardizing codes and nomenclature.• Introduced Dorel Sports group brands in Brazil, such as Cannondale, GT, Schwinn, and Mongoose, managing the B.O.Ms, try-outs, and pilot batches.

• Responsible for the development of Caloi products and the implementation of OEM product development (Decathlon and Centauro).• Lead the product development team, coordinating all launches and involved in development from conception to industrialization, focusing on quality and cost.• Worked on various product lines, from children's to high-performance products, contributing to a 43% growth in 2011.• Developed international relationships with major component brands and suppliers in Asia, including China, Hong Kong, and Taiwan.• Participated in international trade shows in the USA, China, and Germany.• Implemented the Engineering module of SAP, structuring products and creating technical lists for cost approval, material sourcing, and production.

• Higher Education Professor - Mechanical Engineering. • Course on computer-aided manufacturing processes. • Advanced concepts on CNC machines and mechanical machining and forming.

• Development of products and manufacturing processes for switch disconnector switches.• Implementation of laser and plasma cutting processes.• Standardization of engineering and quality to adapt products to the new processes.• Project management for product development.• Qualification and development of suppliers, including international partnerships.• Involvement in bids and supply for major companies (Siemens, Camargo Corrêa, ABB).

• Setup of CNC machines, such as milling machines, lathes, drills, saws, and grinders, for the production of automotive components, including engine blocks, ring carriers, and camshafts.• Creation of samples for new automotive projects, contributing to product industrialization and development.• Management of a team of 12 people in the factory, ensuring operational efficiency.