The company that owns the Burger King & Popeyes Luisiana Chicken chain, she was responsible for the People and Management strategy of the South Region (RS, PR and SC), Brasília and Rio de Janeiro (for a period of 2 years), led the People & Culture strategy, also acting in the management of a P&L, and in the Business Partner leadership with the operations (3,000 people, in 155 Stores).Key activities:+ Management of Human Capital, aligning these with the company's business strategy for the Stores+ Developing all the HR subsystems in the structure+ Business Partners of 12 leaders in business management+ Analysis of physical/financial results, working throughout the employee's journey+ People performance assessment, diagnosing opportunities+ Building the unit's leadership model+ Interface with corporate HR, defining/aligning actions for the business+ Managing the area's budget, defining growth, replacements, etc+ Participation in strategic forums and executive meetings+ Managing HR projects: onboarding processes, variable remuneration, engagement, D&I, etc+ Conducting Recruitment & Selection for all hierarchical levels+ Structuring/managing climate surveys, mapping opportunities+ Leadership of 1 person directly, and 70 Supervisors on site in operations

Working throughout the merger process with ALL (America Latina), she was responsible for leading the People and Management department, defining the entire People & Culture strategy, reviewing/aligning HR processes, P&L management, among other fronts, aligning the people model for ~3.5K employees. Key activities:+ Strategic HR planning+ Culture Review, creating new pillars for the company to follow+ Managing HR projects, especially the merger/M&A with ALL+ Working with all HR operations: T&D, R&S, Payroll, Internal Communication, etc+ Revision of the teaching model, investing more in digital: teaching portals, intranet, etc+ Definition of the BPs' operating model with the business areas+ Structuring/implementing HR indicators+ Interface with all the Group's executives, generating insights for decision-making+ Leadership of 26 people

HR leader responsible for the area's subsystems in the company's regional offices, she worked on the development/deployment of new people management models for the Railroad & Logistics areas, up to the definition of strategic people planning, management of HR operations and strengthening the employee journey, with an impact on ~700 people.Key activities:+ Restructuring and implementing the organizational culture in the regional offices+ Developing leadership and people management models+ Management of HR subsystems: R&S, T&D, Remuneration & Benefits, Payroll and Internal Communication+ Structuring and managing the area's performance indicators+ Financial/budget management, acting on deviations and needs+ Presenting results to direct leadership/teams

An ALL Group company, she was responsible for managing the Terminal's productivity projects, working with client White Martins, analyzing the company's plants, carrying out operational planning and financial management of the structure, with an impact on 140 employees.Key activities:+ Operational and demand planning+ Project management, focusing on process improvement and productivity projects+ Interface with client terminals and other strategic areas of the company+ Budget management, acting on deviations and needs+ Presenting results to all leaders

Responsible for managing the terminal's shipments, analyzing tariffs, negotiations, project management with a focus on processes and/or productivity, and support for leadership etc., also working with payroll management.