● In charge of the executive plan for managing managers, talent development, coverage of new areas, short, medium and long-term sales strategy plan, wielding control over performance indicators. Three new areas were created through implementing the executive plan, resulting in a 20% growth in sales and a 12% monthly increase in productivity per vendor;● Talent development, aided by processes for structured feedback and an individualized professional development plan. 20% reduction in the rate of employee fraud for the first half of 2019;● Controlled and managed expenses based on an analysis of the current structure and plans for future expansion. 5% savings on costs from visits to customers with no potential, reducing the sales force's lack of productivity and increasing their effectiveness in potential customers;● Developed and rolled-out a territory coverage plan aligned with the business unit's objectives, in addition to establishing sales strategies and relationships with strategic clients. Effectiveness index in the sales route increased from 72% to 98% in only 5 months;● Interfaced with the Market Field and Marketing team to create and implement a sales plan aimed at boosting market share and introducing new products. The measure resulted in a 10% conversion rate on orders per visit.

(6/15 – 2/18) Senior National Sales Manager – Reported to the General Director and President for Latin America – Headed a 15-employee staff● Responsible for building and managing the sales team in the Industrial group, playing a role in deploying distribution programs and relations with different channels. 127 distribution companies were contracted with the development of over 200 sales specialists;● Devised a strategic sales plan, including market analysis and marketing/sales strategy in order to guide the company's short, medium and long-term growth. Initiated daily/monthly management of KPIs to monitor key performance indicators, resulting in a 62% increase in the assertiveness of the forecast and control over the accuracy of the company’s long-term plans;● Set up and implemented a territorial coverage plan in order to develop performance strategies identifying potential and strategic clients for the company. These measures resulted in 3 contracts (Vale, Petrobras and Neonergia group) that generated up to R$ 29 million in revenues and led to a geographical expansion of the Central-West, North and Northeast regions, including a growth of 45% in 2 years;● Established strategic partnerships to entrench the brand with SENAI, generating R$ 4 million in sales● Managed the funnel and sales forecasting, performing a role in the creation of demand and control of short and long-term projects. Responsible for maintaining and delivering sales forecasts and guaranteeing the accuracy of the information. One of the projects involved Pepsico conforming to the industry 4.0 model, a project of R$ 1,100 million ● Initiatives in vertical markets (Data Center, Agriculture and Renewable Energy), obtaining a growth of 89% through this strategy with revenues of R$ 3,200 million in 2017 ● Carried out planning and technical support for the strategic product lines, including the creation and hiring of departmental professionals, resulting in savings of R$ 2,200 million over 9 years.

Reported to the General Director – Headed a 7-employee staff● Performed management, control over the sales plan, marketing and merchandising in the stores, employing POS analysis tools for sales, evaluating the progress before and after the plans were introduced. This project yielded a ROI of 45% over the period that the plan was introduced; ● Implemented and managed major accounts (Sodimac, Leroy Merlin, General Tools, Electrical Shop, Ferreira Costa, etc.), intending to add new business to the Company. We were able to attain a growth of 298% in 2011, 54% in 2012, 45% in 2013 and 62% in 2014; ● Acted in the international market, employing team management in China, India and coaching for project implementation in Russia and Mexico. We achieved an increase of 15% in the Chinese market, 35% in India, 9% in Russia and 5% in Mexico through price repositioning measures, competitive analysis and introducing merchandising; ● Structured market prices, new products, technical comparisons, a merchandising plan and market research. This allowed new products to be established for the Brazilian market, with development in India and China. The project added 22% in business, with 15,000 units sold per year and a boost in Market Share (45% reach of Market Share in the retail market);● Established a distribution network, geographic coverage plan, commercial policy, technical support and e-commerce, partnering with major Brazilian e-commerce channels (wallmart.com, americanas.com, extra.com and others). The company had coverage in more than 20 purchasing sites with a yearly turnover of R$ 1 million.

Reported to the National Sales Manager Responsible for managing distributors and representatives from the state of São Paulo:● Managed the largest distributor – representing 15% of the total volume of business; through market actions, sales plans and new business development, which resulted in 62% in 2010.

Reported to the Sales Manager – Headed a 1-employee staff● Managed large accounts, representative channels and distributors through KPIs; Prospected for new business, demonstrated products and performed technical training for customers.