- Fully responsible for the projects of Organizational Development and Compensation and Benefits- Responsible for the executive search processes- In charge of HR advisoring processes (strategic, tatical and operational perspectives)- Mentoring for career transition and performance leverage

- Fully responsible for the entire HR area- In charge of Organizational Management area (PMO for Corporate Projects and routine management)- Corporate Designer focused on productivity and organizational transformation- Member of Executive Committee of Brazilian operation, with hierarchical report to the local CEO and dotted-line report to the Global HR VPMain Accomplishments- Led an organizational transformation, focused on short and long-term results, based on 4 pillars: strong corporate culture focused on results, leadership development, team engagement, and improvement of operational efficiency;- Managed an organizational restructuring, based on long-term objectives, in order to support omnichannel strategy;- Restructured the Executive Committee, reviewed organizational structures and built a new salary grade,- Provided coaching to top executives;- Revised all variable compensation programs;- Developed career path and succession program;- Implemented management based on competencies and results: development of new corporate competences, revision of people appraisal process (performance and potential) and development of talent acquisition process;- Developed and implemented a new methodology to follow corporate projects (PMO),- Implemented a corporate governance process, including routine management.- Restructured the knowledge management process (increased 4 times the number of training actions in the 2013-2016 period),- Increased efficiency (sales per employee): 9% in 2014, 3% in 2015 and 1% in 2016,- Reduced staff costs (considering inflation rate): -39% in 4 years (from 2013 to 2016)- Diminished the staff turnover from 50% to 33% per year (in the 2013-2016 period).

- In charge of the HR Business Partner area- Responsible for leadership development- Leader of the changing management process- Responsible for developing and sustaining the Fast Shop corporate culture- Hierarchical report to the Owner of FastShopMain Accomplishments: - Built the HR Business Partner area,- Developed the sales best practices program and business management training, focused on improving the stores’ revenue and profits,- Developed a customized staff planning for the main stores, in order to increase the salespeople productivity - as a result, the stores targeted had a 15% increase in their results after 3 months,- Conducted a career program for the sales staff (managers and salespeople) aiming at reducing the staff turnover, developing people and setting talents in right positions,- Managed the IT and Telesales outsourcing process, ensuring the retention of talents,- Implemented staff planning for the Customer Service area (70% reduction in staff turnover), and for the Supply Chain area (12% reduction in staff turnover)

- Responsible for the HR area, except for payroll (Compensation & Perks, Rewards, Training, Organizational Development, Talent Aquisition, HR Business Partner area, Internal Communication and Change Management)- Hierarchical report to the CFOMain Accomplishments: - Led the organizational transformation process aimed at professionalizing the company- Built and developed the HR area- Conducted the turnaround of senior and middle management positions- Developed the leadership competencies model- Developed and implemented the assessment program for management positions and above- Developed and ensured the training schedule- Reduced staff turnover from 54% to 38% per year- Reviewed the recruitment strategy and process, decreasing recruitment lead time by 38% on average- Created and implemented a compensation policy and a salary administration process- Reviewed and expanded the bonus policy

- HR Business Partner Manager for all Unibanco’s branches, Fininvest (Corporate Segment) and LuizaCred (Apr/2003 to Apr/2009)- Compensation Manager in the Retail Divisio (from Sep/2002 to May/2005)- Leader of the Balanced Scorecard Program focused on the Retail Division- Hierarchical report to the HR Superintendent and to the Retail HR Business Partner DirectorMain Accomplishments:- Conducted the cultural changing process, providing guidance and support to Directors and Line Managers regarding HR issues, helping to build a high-performance team, giving coaching and leading potential and performance assessments. Contributed to the raising of return on equity from 16% to 27% per year.- Decreased staff turnover rate from 16% to 11% per year- Managed the staff planning focusing on branches with high potential, identifying talents, placing them in the best-suited positions and providing training and competitive compensation. As a result, these branches had a performance 25% higher than other branches.- Improved the employee’s satisfaction rate from 72% to 78%- Conducted the individual competencies mapping process for General Managers and Service Managers, aligning competencies with company needs.- Led an assessment process for 1.000 branches general managers.- Managed a development program (in partnership with INSPER) for branches general managers - 93% retention rate.- Built and managed the Individual Development Program focused on 250 General Managers with high potential or/and high performance.- Designed and managed a training plan for all branches, with an average of 8.000 on-site training actions/year and a R$ 15 million annual budget.- Led all compensation issues during the takeover process of Fininvest, - Revised and managed all variable compensation programs.- Coordinated the Balanced Scorecard Program aligning both individual and organizational goals.

- Responsible for all variable compensation programs (short and long-term programs, corporate programs, variable compensation programs for salespeople)- Responsible for performance and engagement programs and rewards campaigns,- Responsible for reviewing the organizational structures, job and salary structure and compensation strategy- In charge of the Balanced Scoredcard Program, linking it to individual and corporate perfomance and ensuring the communication of the strategy for all organizational levels- Responsible for developing and following the HR Budget- Hierarchical report to the Compensation & Benefits Manager

- For Telesales area: financial suport considering: recievebles, payables, budget, cashflow, goods import, FP&A, bank account control and loans control- For all companies of the Group: bank account control, loans control, investments management and treasury- Hierarchical report to the Financial Manager and to the Marketing Superintendent