• Conduct comprehensive market research to uncover opportunities for AI-driven healthcare solutions across LATAM.• Develop and implement strategic plans for market entry and growth, tailored to the unique dynamics of each country.• Establish partnerships with local distributors and healthcare institutions, creating robust networks for product adoption.• Organize events, including workshops and trade shows, to showcase innovative technologies and engage with stakeholders.• Collaborate with global partners to adapt messaging and strategies to local market needs, ensuring alignment with regional expectations.• Facilitate the integration of AI technologies into clinical workflows, enhancing healthcare professionals’ efficiency and improving patient care outcomes.Case Highlight: Vuno Inc - www.vuno.co (current)• Led the market expansion for Vuno’s AI-based healthcare solutions across LATAM, establishing partnerships with reference sites and KOL’s.• Spearheading market entry strategies for Vuno’s AI solutions, including Vuno Med Chest Xray, Vuno Med BoneAge, Vuno Med LungCT, Vuno Med DeepBrain, and Vuno Med FundusAI, across LATAM.• Implementing innovative business models tailored to address regional market needs.• Building strategic partnerships with diagnostic imaging manufacturers and distributors, ensuring the adoption of cutting-edge technologies.• Leading efforts to adapt Vuno’s offerings to local market conditions, ensuring compliance with regulatory and operational requirements.Case Highlight: Lunit Inc. - www.lunit.io (past)• Led the market expansion for Lunit’s AI-based healthcare solutions across Brazil, establishing partnerships with reference sites and KOL’s.• Collaborated with key players, including local manufacturers, PACS and HIS providers, and retrofit dealers, to enhance product adoption and visibility.• Facilitated the adoption of innovative diagnostic technologies by building relationships with distributors and healthcare providers.

Restructuring the IT team. Remodeling business strategy. Developing new products, reference show sites, KOL (Key Opinion Leaders). Being an interface between HQ and FF Br, Renegotiating prices with headquarter and local suppliers. With 5 direct reports (Sales Manager, Project Manager, IT Analysts) and Channel Partners.

Responsible for the strategy and growth of the Service department. Acting as an interface between FTYO and FSAO. In charge of P&L, Budget and SG&A Management. Responsible for the inventory level of spare parts. With 15 direct and indirect reports including, supervisors, technicians, administrative positions and 13 Channel Partners.

Developing sales networking (dealers and Sales rep). Being an interface between HQ and FF Br. Controlling the stock of consumables, instruments and logistic process.

Acting as project manager, closing the communication gap between the Main Accounts and GE Healthcare (Operations), as well as managing in stages and analyzing the needs and expectations of each client. I worked with the owners of each process (Operations, Sales and Services) and acted as a link between the affected functions, identifying, simplifying and creating growth opportunities to improve performance, resulting in an optimized high communication solution, eliminating in more than 90% of "Main Account" complaints.Leader and responsible for a project with the federal government for the installation of twelve diagnostic imaging equipment in nine locations in Brazil. I visited each site and set priorities and proposed solutions so that the process was completed as quickly as possible. As the leader of the elaborated project, Marcos maintained a very close and clear communication about the project's progress in the team and in the interested parties. Thus, GE and the Federal Government have visibility and real control over each location and need to finalize it.

Commercializing complex IT and POC (Point of Care) solutions to customers (public and private) in São Paulo and Rio de Janeiro, including VIP accounts. Responsible for maintaining and increasing the number of customers in the company's portfolio. Elaborating technical projects that improved the customer's perception of the product. Improving the relationship with the customer, communication and the customer's perception of the company.

Responsible for restructuring the Commercial and Back Office team at the Rio Grande do Sul subsidiary.Coaching and training of commercial, technical and backoffice team.Responsible for P&L, sales pipeline, administrative processes and performance indicators reports.Sales revenue in the first year was BRL 9.5M and BRL 12M in the second.

Structured routines, standards, processes and management practices, marketing, import regulations (ANVISA) and responsible for the company P&L, increasing the control over the process. Strategically repositioned the company, increasing the number of marketed products and opening new segments and new partnerships with national and international companies, increasing the company's portfolio. Responsible for the commercial area by redefining distribution channels with significant improvement in the coverage of customers and processes increasing profitability 15% per year on average.

Structured distribution channels, increasing coverage to the entire national territory, therefore the brand became known and most publicized increasing market share on its penetration.Implemented and monitored the performance evaluation metrics (KPIs) for resellers / distributors and their employees, creating a bonus policy, improving the control and team commitment.Liken "Coaching" and sales team training, reinforced and spread expansion strategies in order to promote the company's image in the market and achieve zero rework index in the area operational processes.Attended personally the Opinion Leaders, contacts with government agency and medical schools, which trained doctors to the product, generating leads and improving the perception of the brand as a whole.Increased the "Market Share" brand to 35% at the end of the working period.