IAG Saúde has 25 years of experience in healthcare market, providing services and IT solutions for more than 400 hospitals and 55 Medical Insurance companies in public and private segments. Since 2011 it has been developing a disruptive technology called DRG Brazil (Diagnosis related Group) which is able to transform the Brazilian health system. In order to obtain exponential growth nationwide, I was invited to assume the commercial department. During my first year we increased significantly the market penetration and the number of solution partners selling DRG Brazil´s software’s.I am responsible for defining and implementing strategies, such as: • Development and implementation of commercial management model based on Solution Selling and regional growth;• Development of new products using cloud computing technologies, Blockchain, Business Intelligence, Artificial Intelligence;• Digital marketing strategy;

AeC is one of the largest outsourcing companies in Brazil in the areas of IT Services and Telecom. I am responsible for creating the strategy to penetrate into the health market, forming a specialized team that develops, customizes and sells solutions for both the public and private sectors. I manage high performance teams who are allocated at several customer sites and carry out multiple projects nationwide. Such teams implement, customize and develop ERP/CRM solutions, in cloud computing using project management methodology based on PMBOK and mapping processes through BPM (Business Process Management).In the environment I work, there have always been demands to act in complex problem solving. The detailed analyses that support my decision-making process are used to persuade the customers’ executive boards to embrace the strategic plan proposed.

After running the Geo Coverage project, I was recognized by Microsoft as a professional capable of developing and implementing business strategies from scratch. At the beginning of this fiscal year, I was asked by the president of Microsoft Brazil to take on this new position with the mission of develop a nationwide strategy for the public sector, focusing on states and municipalities, having as main target our geographic expansion and the creation of a reseller channel capable of providing specific solutions for this market. As a result, we grew 50% over the past two years, increasing by 100% the number of retailers selling and providing solutions for the public sector and education throughout the country and the first partner channel with online offers for public segment was developed.

After four years developing the commercial area of SMS&P (Small, Medium, Service and Partner), I received the task of implementing the project for the company’s geographic expansion, with the responsibility of managing US$ 107M and ensuring a minimum growth of 55% year by year. Besides expanding geographical coverage, an innovation in this proposal was the combination of two distinct business segments at MS: COEM and Volume License. This variable forced me to develop training programs, strategies that would be both different and complementary, and execution controls to ensure appropriate balancing of efforts. Within this scenario, I had the responsibility to present monthly results reports to two commercial boards, managing their expectations and desires regarding resources and performance concerning regions x segment. Relevant activities in this project I was directly responsible for: • Definition of new regions to be developed; • Definition of methodology to build regional partner ecosystem focusing on metrics such as: Recruitment, Activation, Training, and Frequency of purchase/retention; • Hiring and management of 24 new employees; • Training plan; • Management model, definition of metrics and performance control; • Executive integration between segments and project support areas; At the end of a year, I achieved the following results: • 63% growth year by year; • 8 regions grow more than 100%; • Four regional sales teams formed by a senior manager, a pre sales professional and three territory development managers; • 13 new cities covered, featuring a developed and trained partner ecosystem; • Customer base growth above 50%; • Over 90 Top Stories in the mainstream media in Brazil; • A commercial and relationship regional structure with which other business areas of MS can leverage when searching results into new markets, (e.g. Retail, Enterprise, Public Sector and Education)

As PAMs Manager in the small and medium businesses segment, I started with a team of three employees, coming to six employees through investment plans submitted to the executive board. My main objective was to turn this area into a sales segment, with the mission to grow 100% in three years. The initial revenue was US$40M per year. When I left this position, it was already US$127M per year. The legacy I left was an implemented trading strategy, which consists of four pillars (Recruitment, Activation, Training, and Frequency). In this role, I had the opportunity to develop and implement programs that are now recognized by the corporation as of high value to MS partners, such as Mapping of Opportunities and Tele Partner Account Manager.

My main activity was to manage a group of seven retailers in the states of São Paulo and Minas Gerais. My activities were fundamentally to provide training for the sales force, manage the pipeline, and guarantee satisfaction of the partners with their relationship with MS

In this activity, I had the responsibility to manage the VAM program (Virtual Account Manager) in key Microsoft partners. The objective of this program was to develop professionals in order to add value to the proposed solutions offered by authorized resellers.

The primary activity of this function was to develop the sales channel in the states of Minas Gerais, Distrito Federal, Goiás, Paraná, Santa Catarina and Rio Grande do Sul. The main objective was to increase the market share in these states in order to implement Symantec solutions in the major national groups and government agencies based on business strategies defined in a "Business Plan" jointly formatted with my management. These strategies were supported by the election and technical/commercial qualification of partners and resellers, besides continuous sales campaigns, media marketing and corporate visits. This work awarded one of the resellers that I managed as the best performance in sales in Latin America in 1998 and "Excellence in channel training and consequent result in sales" in 1999. During this time, I had the opportunity to directly manage about 12 of the major retailers in the market.

Team management and definition of sales strategies based on “Mainframe” technology, aiming at providing large account customers with solutions that would go along with their main activities, by foreseeing coordinated growth adding value to their success factors. Development and migration of customers from business transactions to a solid relationship, in order to increase revenue. All accounts were considered mini branches that had to meet predetermined goals when it came to billing, customer satisfaction, profitability, and credit analysis. Development of actions to inhibit the penetration of competitors and increase the market share of the company. I was recognized and awarded as one of the best performances in full color sales solutions at Xerox Corporation. Development of applications for electronic printing in centralized or departmental environments. I elaborated electronic forms that were combined with variable data in large and small digital printers. Support in Windows, LANs, Unix and Mainframes. Programming in Clipper, FoxPro, Cobol and XES.

Desenvolvimento de sistemas departamentais na linguagem cobol