. Identify and evaluate market opportunities and risks via technical analysis to operate day trade and swing trade.. Focused on Bovespa index and dolar at Brazilian future market.

. Accountable for leading multi-departmental teams to ensure LATAM Cargo project pipeline implementation. Responsible for identifying opportunities for improvements for the cargo business unit through qualitative and quantitative analyses, field experiences, staff and client interviews, and market studies.. Proposed projects with valuations (DCF method) and detailed presentation for pipeline prioritization . Led the monthly gathering with McKinsey team to discuss the project pipeline . Managed remote team in Chile.. Reported to Senior Manager

. Department responsible for managing products and services that can be added to a flight ticket, as car rentals, hotel, extra bag etc.,. I delivered 65% income growth year after year due to a successful projects implementation and new pricing strategies.. Responsible for the commercial and marketing strategy for the ancillary products, sales performance and project management. Managed four projects at same time, including the implementation of the checked baggage fee collection, with indirect leadership of several departments. . Defined new products based on industrial trends and customer behavior . Responsible for LATAM Travel E-commerce (sales conversion funnel, products, partnerships, SEO/SEM, campaigns, User and Customer Experience). In charge of e-mail marketing for LATAM Airlines. Determined the activation and content strategies depending on the target public.. Managed a team with 7 direct reports, including 3 consultants, 2 analysts and 2 assistants. Reported to Digital Senior Manager and for Ancillary Revenue Director

. Led team of analysis, that were responsible for R$ 7 billion annual Income . Responsible for heading weekly meetings where diagnostic and implementations are aligned among different areas such as revenue management, routes network, marketing, frequent flyer program, sales and e-commerce.. Responsible for elaboration and presentation of the sales weekly analysis to the Commercial VP, with the commercial and pricing correction plan, when necessary.. I redesigned the team routine and structure to ensure time to market actions, accurate and faster diagnosis, resulting in efficiency gain for a high margin segment. . In charge of the weekly projections for: demand, market share, income, average fare all of them with diverse views as per channel or client behavior, geographic regions and routes. All this information was key to identify futures gaps and opportunities and, thus, to deploy suited actions.. As a PMO and focal point for analysis, I coordinated the commercial plan for the massive launch of new routes, defining responsibilities among different departments (RACI method) and ensuring due deliveries.. Led a team with 6 direct reports (4 senior analysts and 2 trainees) . Reported to Senior Manager

. Led team of analysis of 3 people, that were responsible for R$ 1,5 billion annual Income . Built this area from the scratch, developing processes and dashboards, also hiring and developing the new trainees

. I was the Focal point at the headquarters for the European and Australian sales offices. Weekly analysis and commercial tactical planning. Reported to Manager

. Responsible for a client portfolio at the Corporate Segment, which is focus at the largest companies operating in Brazil. Accountable for balance sheet analysis, credit defense and pricing negotiation (with both the bank's treasury and clients). Created an Excel linked to Central Bank database, to automate dashboards, reducing time of analysis in at least 80%.. Reported to Superintendent

. Accountable for tactical KPI analysis . Responsible for the Commercial Planning everywhen there were expressive routes network change, or annually.. In charge for defining goals for the incentive plan for travel agencies (trimestral) and sales executives (annual).

. 10/2008 – 01/2009 and 08/2009 – 11/2009. Management Consulting