A consultant with 34 years of career, I have been helping companies to have a better understand of their “pains”, bringing improvement options and generating results.Some of services provided:- Orientation of Strategic Planning processes- Strategic, tactical and operational reevaluation.- Product management: evaluation of the existing portfolio, launch opportunities, comparative with the market and competitors, coverage failures, marginal opportunities.- Pricing Management: reading prices applied in the various trading channels, comparing with competitors, creating collection processes and managing historical prices.- CRM - create customer information management process, as well as formatting contact scripts, periodicity and differentiation by segment.- Segmentation and categorization of customer bases by market, current size, potential and mesoregion, among other variables.- Creation of demand generation plans, focused on increasing sales and business profitability.- Creation and reorientation of trade policies- Implementation of monitoring processes for product development, campaign evaluations, ramp up, among others.- Creation and application of customer satisfaction and customer satisfaction surveys - active and inactive- Development of effective costing tools for products and processes.- Creation and implementation of training programs for sales and marketing teams.- Branding Orientation: readjustment, reading, value increase, change of perception.- Trade Show and Event Management- Evaluation and guidance of Trade Marketing teams and processes- Evaluation of internal and external commercial teams, as well as guidance on structural changes.- Collaboration in rezoning processes of sales representatives- Digital marketing: internal or outsourced guidance and structuring.

With more than 70 years of history and presence in the five continents, the Jacto Group consists of 6 companies that operate in the agricultural segments, foundry, polymer application technologies, transportation and logistics, handling and storage, equipment for cleaning and medical-hospital. Working in 110 countries, it has approximately 5,000 employees and an annual turnover of R$1.7 Billion. - Competitive Advantage Program and evaluation of competition, worldwide-Creation of internal management structure of social networks-Creation of specific strategic plans for Mexico and Colombia, having personally assessed the trade, channels of Distribution, competition, branding and applicators/consumers.-Hiring of press relations agency-Revaluation of the portfolio and design of families by application, market or technology.-Creation of global demand generation plan-Implementation of Salesforce-Creation of dress code for the business unit-Structural Redesign of the Marketing area-Implementation of metrics and controls for fairs and events-Design of repositioning of Brand (Branding) in the business unit before the used in the other B.U. 's-Project of redesigning of packaging according to portfolio and families.Results: A better structured marketing area, with numerous projects initiated with guidance of its continuity, as well as defined processes and my team happy.

Delphi Technologies is a multinational auto parts company that sells a infinity of lines worldwide to the Original market (Automakers) and Aftermarket. Brazil currently has 3,500 employees and global annual revenues of US $4.9 Billion.-Strategic Planning for Latin America, as well as the guarantee of its full application.-Portfolio Management – Category - for the region (LATAM)-Launches, life cycle of products and lines, profitability, expense control and investments for maintenance and launch.-Pricing - price management in various marketing channels-Business Intelligence - B.I.-Continuous Analysis of competitors-Strategic orientation to the commercial team-Guidance to the process of S&OP (Production Scheduling) Results: More than 1,000 New products launched in Latin America by my team – with a broad emphasis on the Spark Plugs line – and revenue growth three times higher than the market average.

The Sindipeças (National Union of the Industry of Components for automotive Vehicles) and Abipeças (Brazilian Association of the Auto Parts Industry), entities with more than 60 years, act directly in the development and strengthening of the sector, which brings together small, medium and large companies. There are about 460 Associates, of national and foreign capital, who provide for all Brazilian automakers and for the aftermarket, which supplies the fleet demands of more than 42 million vehicles. They also export to about 180 countries.-Co-author of the Brazilian Aftermarket Auto Parts Study of 2015 - Single that made a real evaluation of the 4 channels (Industry, Distribution, Retailers and Mechanical Workshops), published by Rolland Berger, representing the industries of auto parts established in the country.-Important work with the DETRAN when creating the dismantling laws at the National and São Paulo State levels.-Guidance to associates about INMETRO certification programs, their ordinances and processes.-Management of the Aftermarket activities of the entity with the market, government, among others.-Management of the programs Carro 100%, Moto100% and Caminh 100% (Fostering preventive maintenance) sponsored by the most important entities in the automotive market.-Secretary of the GMA-Automotive Maintenance Group (Andap, Sindirepa, Sinco Parts, Sindipeças)-Acting as strategic advisor of associated companies, when demanded and bimestrally in meetings in the entity

PROXYON, active for 35 years in the Brazilian market and for 17 years in the international market with direct and indirect export, operates in the mechanical metal segment in the specialization of technical profiles cold rolled and formed by stretch process, stamped parts up to medium size, welded assemblies, prototype manufacturing and laser cutting, these products supplied with or without surface finish. Having as main customers GM, Scania, MAN Trucks, Ford, VW, PSA, Magneti Marelli, Visteon, COFAP, Renault, has two plants in the city of São Bernardo do Campo.-Management of sales and marketing team-New customers development strategy-Revaluation of costs and market pricing-Evaluation of new market niches and products for developmentResults: Reversal of stagnation of two years without closing new items with current customers, having managed to close more than 300 new projects (R $14MM/Year), as well as opening new customers.

Valvoline Inc. (NYSE: VVV) is one of the world's leading suppliers of premium brand lubricants and automotive services, with sales in more than 140 countries. Founded in 1866, the company's heritage extends for more than 150 years, during which it has developed a powerful brand recognition in various channels of products and services. Valvoline is ranked as the #3 car engine oil brand in the DIY market in bulk. It also operates and franchises the second largest chain of lubricants by number of stores in the United States, with more than 1.170 Valvoline Instant Oil ChangeSM Centers and the third largest chain of lubricants in number of stores in Canada, with more than 100 large exchanges of Oil in Canada. Currently in Brazil It is operated by a company called Usiquimica, unlike when I worked in the company.-Implementation of the Joint-Venture between Valvoline and Cummins in Brazil-Adequacy of communication-Adequacy of packaging (Labeling) of products-Creation and implementation of Trade Marketing campaigns Results: Adequacy of all products to the new JV; Start-up of the joint operation; Alignment of the JV communication based on the cultures of the two companies

Sogefi Group is the world's leading supplier of original parts for the automotive industry, with over 30 years of experience. Sogefi designs, develops and produces filtration systems and flexible suspension components, as well as engine air and cooling management systems. Sogefi S.p.A. is listed on the Milan Stock Exchange in the STAR segment and works in partnership with leading manufacturers of automobiles, commercial vehicles and earthmoving equipment globally. Nowadays, it is present in 21 countries, on 4 continents, with 42 production units and 16 commercial offices. Its portfolio of brands encompasses worldwide Tecnocar, Purflux, Fram, Allevard, Fiaam and others.-Management of a new Business Unit in Brazil-Tecnocar-Management of Sales and Marketing areas-Definition of the portfolio to be developed for the region-Definition of the communication line, materials, image and other items for the creation of regional Branding.-Definition of differentiated commercial system, aiming to protect the business of Fram brand in the country. (Broker)-Search for business partners for project implementation-Strategic and tactical Planning of B.U.-shared management of support areas (finance, logistics, accounting, purchasing and export). Result: Broker system deployed, with 3 subsidiaries in operation and initial billing of R$ 8MM/Year, when Sogefi decided to discontinue the project in the country.

MANN+HUMMEL is a family-owned company with decades of experience. It is the people who work for us that drive us and make us a market leader. This is how we convince customers and clients in Germany and the world.The success and growth of a company can be described in many words – or with just a few figures: more than 80 locations worldwide, over 20,000 employees and sales revenues of roughly US$ 4,4 billion-Management of the products of the Heavy line, which accounted for 77% of the business at the time. -Planning of product marketing actions-Private label Management and Negotiation-Preparation of collective packaging project for application in fleet-Monitoring of price levels practiced in the market to define the policy Commercial and price.-Strong international experience with the headquarters in Germany and other subsidiaries worldwide. Results: Increase in sales in the managed line by 30% in the first 12 months, having growth in certain items in up to 1.000%, with new processes, orientation of the commercial team and acting throughout the chain, from procurement to process engineering.

União Sugar is an icon of brand development in the country, having been commercialized since 2003 for 3 times and today is owned by the Camil group. At the time I worked for the Copersucar group: the largest and best company in the bioenergy sector in Brazil, according to Globo Rural magazine; The 18th largest company in Brazil, according to the newspaper Valor Econômico, with annual revenues of the last crop closed at R$28.6 Billion.Events, Promotions and Merchandising Senior Analyst - 2002-2003-Coordination of Fairs such as ABRAS and APAS-Coordination of events in partnership with Rede Globo (Estação Campos-Campos do Jordão/SP)-Sports Marketing: Monitoring of the sponsorship of female Voleyball team of the city of São Caetano do Sul – Sugar União São Caetano-Management of activities of outsourced Promoters, as well as merchandising campaigns Market Analyst - Business Intelligence – 2001-Analysis and compilation of market information (ACNielsen and other sources)-Deep analysis of the “sweet” universe Identifying opportunities for a brand extension to the Union. (Cereal Bars, cake dough, etc.)-Participation in the development and launching of new products and categories.Results: Together with the entire team, we achieved in just one year and a half, the appreciation of the brand União in 30% (value), for its subsequent sale to the Nova América Group – Already defined since the beginning of our journey and with a deadline determined for the team to be off.

Sherwin-Williams has been present in Brazil for more than 70 years with the objective of bringing to the market the best options in coating and protection, with paints for various purposes. The Company operates both in the real estate and industrial segment, always with products recognized for its durability, quality and innovation.Among Its main brands are Metalatex, Novacor, KemTone, Aquacryl and Colorgin, widely recognized by opinion formers and consumers. Sherwin-Williams has been investing in various marketing actions such as announcements, development of new packaging, direct actions with resellers, sponsorships, among others.It was 11 years of much learning:-As a Office-Boy I started my career in 1990-Then I worked as a credit and billing assistant-Shortly afterwards, accountant! I Calculated orders taken on paper by the representatives to be sent for separation and the CPD (room where all the two computers were to issue Invoices)-At this time I was asked to be tested to be a salesman by my ease of relationship. After 3 months, all major accounts were withdrawn from the representatives and only with 21 years I became a Key Account.-After a few years came an opportunity in Marketing – my passion – and I was transferred to another unit of the company. Developed activities mainly merchandising, layout of stores using graphical publishing programs, promotions and collaboration to the product management team.Results: As Key Account I increased sales by 140% in the main clients of B.U., in 3 years.