• Lidero a reestruturação organizacional e operacional, melhorando a eficiência e a eficácia das operações do grupo.• Implemento políticas de cargos e salários, processos logísticos otimizados, cultura de redução de custos, metas ambiciosas, objetivos claros, programas de treinamento e avaliações contínuas.• Desenvolvo indicadores críticos por setor, capacitando líderes para alcançar resultados superiores.• Integro o CRM para aprimorar o conhecimento sobre clientes e prospecções de mercado, aumentando a satisfação e a fidelização.° Gerencio à distribuição de produtos voltado ao segmento alimentar

Logistics Coordinator Reporting to the Corporate Logistics Manager. He had 3 major challenges / responsibilities: Responsible for the operational unit: • Coordinated a team composed of 17 employees (supervisors, lecturers, drivers, forklift operators, warehouses, administrative assistants). • Customer service: 1,150 field employees (supply). • Responsible for managing 23% of the stock - RJ: ~ 1,600 SKUs (resupply). Responsible for demobilization: • Composed a team that demobilized 11 operational units in the North, Northeast and South regions of the country. With the management of demobilized physical and human assets (vehicles, own and third-party materials, etc.). Responsible for reverse logistics operations and audits of logistics processes, planning and executing inventories: • Team management with: 11 auditors, 3 analysts and 1 administrative assistant, 3 electronic technicians. • Planning, execution and calculation of rotating, cyclical, general and fly-by inventories in 4 regions: RJ-SP-PR-SC-RS, in 17 logistical units. • Creation and implementation of the Reverse logistics project:  RECOVERY: Repair of ap. cell phones and light electronics (i: ~ 30%).  DISPOSAL: Sale of raw materials, materials and equipment.  RECYCLING: Cleaning of uniforms and personal safety equipment.

Responsible for the commercialization and distribution of premium mineral water in the regional SP-RJ-ES. Member of the brand reintroduction project in Brazil. Responsible for the implementation of the mesh for product distribution in 3 regions: SP-RJ-ES. Market coverage through direct teams and distributors. Ensuring the presence of products in market segments. Construction and definition of business plans, for each of the regional units, as well as construction of own teams, by regional, managing direct and indirect employees. Control of performance indicators related to: numerical distribution, coverage, volume, returns and inventory control. Prospecting partners to make the business feasible; manager of commercial concessions contracts, involving: 4 in RJ, 8 in SP and 1 ES.

Sales managerReporting to the Commercial Manager. Management of 8 sales supervisors, 45 pre salespeople, 3 marketing ops, he was responsible for managing sales and distribution at 2,900 points of sale in the SP market.• Planning to guarantee 100% of the 1,100 daily visits scheduled for pre-salespeople.• Routing definitions to optimize delivery costs.• Responsible for 17% of the sales unit's result. For a consecutive sequence of 3 periods of leading results, he received the “black-belt” award (twice)Responsible for distribution to 14,000 points of sale in the SP market

Responsible for direct service to food self-service networks - RJ.• Development of strategies to continuously increase regional market share. Being responsible for 2.5% result, in the self-service segment - RJ.CIA BRAHMASales Supervisor (1996 - 1998)Reporting to the sales manager, I was responsible for direct service to 2,700 product sales points - RJ• Responsible for a team of 9 pre-salespeople and 1 marketing analyst, ensuring the level of 90% numerical distribution.• Participating member responsible for the execution and maintenance of the distribution excellence program.PEPSIRegional Territorial Manager (1994 - 1996)Reporting to the commercial manager, he was responsible for managing the indirect distribution channel.• Prospecting and attracting authorized distributors, being responsible for 100% of the distribution of the CIA (on the channel).• Responsible for reorganizing the sales channel. Reduction from 19 to 8 new concessions, which generated greater economic potential for the business of each concession. This project eliminated the default of the indirect sales channel• Active participation in the search for new customers (POS)Sales and Distribution Coordinator (1993 - 1994)Report to the district manager. Responsible for serving the indirect distribution channel in micro-regions of the metropolitan region of RJ.• Coordination of the commercial operations of the DA channel (area distributor), responsible for 4 sales supervisors and 6 pre-salespeople• Implemented a network with 7 distributors of areas. Eliminating “white” areas and leveraging sales volumes in 9,000 boxes of soft drinks, monthly to the volume of Regional salesLogistics Supervisor (1991 - 1993)• Coordination of logistics operations, involving a fleet of 25 trucks, with the management of 32 drivers, 32 helpers, 5 forklift operators, 10 warehouses, 5 checkers, 2 cashiers, 1 administrative analyst.