- Entrepreneur and CEO in strategic consulting specialized in boosting management maturity in companies of various sizes and sectors, focusing on: Corporate Governance, Business Strategy, Operations Management, Revenue Cycle, Mergers and Acquisitions (M&As).

- Elected by the members to serve as a Board Director for the Brazilian Association of Diagnostic Medicine, tasked with defining strategic guidelines, overseeing management, and engaging with stakeholders.- Mentored the administration on financial management, expansion planning, and advocacy strategies with governmental and legislative bodies.- Throughout our tenure, we engaged in high-impact legislative projects for the diagnostic medicine sector, preventing millions of dollars in cost increases.

• As CEO of Cura Group, I spearheaded the development and execution of a comprehensive strategic plan, integrating ten acquired brands and establishing a Shared Services Center to harmonize all corporate functions. This initiative spanned Finance, HR, Sales and Marketing, Legal, IT, and Quality, streamlining operations and fostering synergy across the board. • Key reforms included overhauling corporate governance, assembling a high-caliber executive team, optimizing the capital structure, and discontinuing unprofitable operations. We introduced an effective acquisition management model, refined our revenue and cash flow management strategies, and centralized procurement to enhance our supply chain efficiency. Innovations such as zero-based budgeting, implementing Tasy (ERP/RIS/EHR), and crafting a digital patient journey underscored our commitment to technological advancement. • Operational improvements encompassed deploying MS Teams, reengineering the call center, and establishing an operations management framework that emphasized capacity and supply chain optimization. We also undertook significant HR initiatives, including job grading, salary restructuring, benefits harmonization, and the development of leadership programs. Our Commercial Directorate was restructured for better negotiation management, and we introduced a medical relationship model and streamlined medical management. • Our quality management was bolstered by centralizing accreditation processes and introducing a multi-standard internal program (PAMQ). An integrated care management model was set up, focusing on protocol definition, process optimization, and training, aligning our marketing strategy with business conversion goals. • These strategic and operational enhancements significantly improved our financial performance and dramatically raised our Net Promoter Score (NPS), marking a new era of growth and efficiency for Cura Group.

- Chief Business and Operations Officer overseeing Hospital Services, Diagnostic and Ambulatory Medicine, Primary Health Care, and Oncology Business Units.- Directed business and operational strategies, including P&L management, business expansion, new ventures, performance enhancements, and resource optimization. Spearheaded a leadership team managing over 2,000 employees.- Successfully increased revenue by 50%, reaching US$ 200,000.000/year, while achieving record-high EBITDA margins and Net Promoter Score (NPS).

- Orchestrated the strategic planning and execution for HCor from 2018 to 2020, spearheading the Project Management Office (PMO) for comprehensive oversight.- Initiated and executed multiple institutional campaigns alongside crafting a revitalized branding strategy. In the realm of Information Technology, architected the HCor technology roadmap, channeling investments into critical infrastructure enhancements (networks, data centers, end-user devices, unified communications) and the technological modernization of core systems (Tasy, Carestream, Software Computer - SCC, among others). Advanced business intelligence capabilities through Power BI and additional analytics tools, while pioneering innovation initiatives aimed at augmenting service delivery for both internal and external stakeholders, including the development of a patient engagement platform.- Entrusted with the negotiation responsibilities with Governmental Institutions concerning the PROADI-SUS initiative, a pivotal public-private partnership designed to bolster the national public health system, directing over US$ 100,000,000 in funding over a span of three years.

- As the chairman of this first Brazilian GPO, we’ve structured the business and operational models. This first GPO was compound of the following private hospitals: Albert Einstein/SP, Sírio-Libanês/SP, Alemão Oswaldo Cruz/SP, HCor/SP, BP/SP, Mater Dei/MG, Moinhos de Vento/RS, Samaritano/SP, Santa Joana/PE, Santa Rosa/MT, Vita/PR, AC Camargo/SP e Bandeirantes/SP. The main categories negotiated by the GPO were drugs and medical devices. During the first year of operations we’ve achieved more than 20 per cent in savings.

- As CEO of the National Association of Private Hospitals, I reoriented the organization towards sustainable growth to enhance its operations.- Led the transformation of fundraising activities, adopting a trust-commitment model. This approach was applied to donors, sponsors, and members alike.- Collaborated closely with the Board of Directors in defining strategies for significant impact on hospital practices and policies.- Created and implemented a new advocacy model tailored to hospitals' needs, aimed at supporting government agencies and legislative bodies in acquiring the necessary knowledge and tools for improved public policy making and data-driven decisions.- Served directly in global health initiatives as the Senior Executive Associate to the Chairman of the International Hospital Federation (IHF).- Successfully doubled the number of hospital members and tripled revenues by shifting the organization towards a business model focused on providing services to its members. This strategic pivot resulted in increased margins and the accumulation of financial reserves for future investments.

- Navigating ONA through its succession phase presented considerable challenges, compounded by a complex financial landscape and significant debt accumulation. Throughout my tenure, we successfully managed the CEO succession process and undertook a comprehensive debt restructuring initiative. These efforts were instrumental in restoring ONA's financial health. Additionally, we crafted a strategic plan focused on the development of new products and service lines, positioning the organization for sustained growth and innovation.

- Responsible for setting up the Insurance and Providers Affairs Department. Among the main achievements are the development of the providers’ payment model reform, the providers’ quality assurance program and the electronic information exchange standard.

- Responsible for managing the incentives program targeting a sales force of more than 1,000 people. The program aimed to increase Embratel’s products’ Market Share.

- Managing the life cycle of Transmission Systems Management Systems. Supporting also the Offers Engineering and Customers Relations.