Lead the Sales & Marketing team of 12 employees, divided into 4 markets (HVAC, Food, Pharma & Industry) composed by 2 different sales channels (direct and indirect) for better market coverage to achieve sales goals.Responsible for managing company’s sales targets to achieve the expected results, increase customer satisfaction and improve market share. Ensure the collaboration of Sales Team with functional areas like Finance, Quality, Logistics, Operations and Services.

Lead the Food & Pharma Sales team of 5 members composed by inside and outside sales employees to support 2 sales channels (direct and indirect) to guarantee market coverage and customer support.Manage company’s sales targets for Food & Pharma markets to achieve the expected results, increase customer satisfaction and improve market share in these areas.

Management of instrumentation and solution projects in the pharmaceutical and cosmetics market segment. Support customers in order to meet their needs and solve their painpoints.Development of new potential customers, exploring cross-selling and up-selling opportunities.Follow-up and negotiation of opportunities to support the Increase sales volumes of the companyKeep productive contacts in order to guarantee great relationship with our customers.

Temex is a Company focused on Distribution and Representation of products from High Technology Companies like Flir Systems, Tektronix, Ametek, Fluke, Yokogawa and Pfannenberg related to the market of Test and Measurement in Brazil.Main activities developed:Operational & Technical Delivery of Equipment.Quote creation, follow-up, negotiation and deal conclusion.Customer visits for technical purposes, demonstrations and new business prospection.Elaboration, participation and conclusion of sales through bidding/tender processes. Sales funnel management.Pre and after sales support to customers.Participation in events, technical fairs and presentations in Brazil and abroad.

Coordinate reviews with Service Managers and National Services Specialists to analyse the key process indicators’ and results of Customer Services área to discuss and implement improvement action plans.Responsible, in association with the IT department, for the development of a new integrated reporting tool to be used by 160 field service engineers, aiming at increasing the performance and productivity of installed base equipment, reducing revenue losses for customers.

Management of the Brazilian Healthcare Indirect Channel of Customer Services for two modalities of imaging equipment produced by Philips, which included 25 service providers.Responsible for managing the contracts and payment processes of the service providers in Brazil.Implementation of a new controlling model to monitor the performance of the indirect channel. Develop a contingency plan, with Philips leadership team, aimed at reducing expenses/costs and driving direct positive impacts in the company cash flow. Between 2015/2016, the parts consumption was reduced in more than 20%, resulting in 1.5 M Euros of savings.Part of the Customer Services Management Team to develop new procedures in Brazil to apply to the other countries in Latin America.

Management of the Back Office Customer Service team for the Healthcare business in Brazil, composed by five employees.Responsible for the input and invoicing of service agreements sold to customers, preparation and negotiation of quotes and invoicing of parts and services not covered by the contracts for all the regions in Brazil.Management of virtual stock of parts to serve agreements and material quotes.Part of the Customer Services Management Team to develop new procedures in Brazil to apply to the other countries in Latin America.

Project Coordinator of Metamorfose Operations in Latin America, that involves:- Communications;- Structure Supply Chain and Customer Service departments into a different organizational concept of a Customer Business Center; - Coordinate several initiatives to accelerate change and reach the program goals.

High potential Generation program:Implementation of a Green Belt project to improve demonstration equipment management, with great results that exceeded the target.

- Development of new imported raw material suppliers, obtaining cost reduction level of 20%.- Commercial negotiation with third-part suppliers and interaction with global purchasing teams.- Coordination of sustainability audits at local suppliers.- Report creation and performance follow-up through purchase efficiency indicator.

- Participation in productivity improvement project which generated labor cost reduction of 25%.- Development and implementation of new raw materials in the productive process, contributing for the company's annual savings.- Management and participation in process improvement teams, applying quality tools that resulted in reject reduction of 20%.- Management of Balanced Scorecard as strategic planning tool and performance indicator control.