Gympass | WellzResponsible for the B2B commercial construction and "Scale UP" phase of Gympass' Mental Health solution Wellz.- Establishment of the commercial area: Process structuring, team formation, CRM implementation, sales playbook development, including Sales (Inbound and Outbound), Business Development, and Sales Ops.- Completion of the startup Vitalk M&A, handling all integrations.- Conversion of over 80 new "large and enterprise" clients, including accounts such as… Show more Gympass | WellzResponsible for the B2B commercial construction and "Scale UP" phase of Gympass' Mental Health solution Wellz.- Establishment of the commercial area: Process structuring, team formation, CRM implementation, sales playbook development, including Sales (Inbound and Outbound), Business Development, and Sales Ops.- Completion of the startup Vitalk M&A, handling all integrations.- Conversion of over 80 new "large and enterprise" clients, including accounts such as Itaú, Banco do Brasil, Globo, Iguatemi, Cargill, Suzano, among others.- Acceleration of growth from "Zero revenue" to + double-digit million R$. Show less

Responsible for Corporate Sales department ( B2B Enterprise Sales ), report to Growth VP, Structure with 8 seniores managers, 50 head-counts• Responsible for restructuring commercial management processes, including implementation of CRM tool – Sales Force, daily sales routines, new segmentation model, high performance team mindset• Strengthening Broker channel relationship, leveraging service and relationship with the channel ( NPS 25 -> NPS 70 )• Sales conversion of more than… Show more Responsible for Corporate Sales department ( B2B Enterprise Sales ), report to Growth VP, Structure with 8 seniores managers, 50 head-counts• Responsible for restructuring commercial management processes, including implementation of CRM tool – Sales Force, daily sales routines, new segmentation model, high performance team mindset• Strengthening Broker channel relationship, leveraging service and relationship with the channel ( NPS 25 -> NPS 70 )• Sales conversion of more than 600 new corporate clients, with highlights to big accounts ( Via Varejo 45k lives, Einstein 25k lives, Martins 9k Lives, Raia Drogasil 9k Lives and others. Show less

Startup

Responsible for the Optical Wholesale division, representing 75% of Net Sales. Direct report to GM. Team of 8 senior managers, 80 direct and 80 indirect head counts (Independent Sales Reps ) • Led the implementation of Go-to-Market transformation project, migrating sales model from independent sales reps to direct sales force. Reduction of 82 independent reps and hiring of 33 new head counts; increased direct sales participation from 30% to 70% of Net Sales.• Built the regional Key… Show more Responsible for the Optical Wholesale division, representing 75% of Net Sales. Direct report to GM. Team of 8 senior managers, 80 direct and 80 indirect head counts (Independent Sales Reps ) • Led the implementation of Go-to-Market transformation project, migrating sales model from independent sales reps to direct sales force. Reduction of 82 independent reps and hiring of 33 new head counts; increased direct sales participation from 30% to 70% of Net Sales.• Built the regional Key Accounts Structure, opening 2 new sales offices (Porto Alegre and Recife), strengthening structure and leveraging service for key clients. • Double digit profitability growth through mix increase, commercial policy revision and reduction in sales costs. Show less

Responsible for commercial area (Petfood segment). Direct report GM. Team of 6 senior managers reporting directly. Business unit with 80 direct head counts (2 distribution centers) and 400 indirect head counts (exclusive distributors) • Led implementation of Go-to-Market transformation project, migrating sales model from Distributors to direct sales), with increase of direct sales participation from 25% to 75% of Net Sales.• Strengthened Key Accounts (Cobasi, Petz, PetLove), with… Show more Responsible for commercial area (Petfood segment). Direct report GM. Team of 6 senior managers reporting directly. Business unit with 80 direct head counts (2 distribution centers) and 400 indirect head counts (exclusive distributors) • Led implementation of Go-to-Market transformation project, migrating sales model from Distributors to direct sales), with increase of direct sales participation from 25% to 75% of Net Sales.• Strengthened Key Accounts (Cobasi, Petz, PetLove), with the implementation of Joint Business Plan and building a closer relationship, reaching a double-digit growth in volume and Net Sales.• Turnaround in the sales team, leveraging Gallup engagement survey from 16% to 94%• Led the implementation of new sales system (order taking/CRM) with a focus on efficiency and management. Show less

Responsible for the Business Unit in the states of Rio Grande do Sul and Santa Catarina – Sales, Marketing, Distribution, with approximately R$ 2Bi Gross Sales. Reporting to Head of Sales. Unit with more than 300 head counts, of which 14 were managers (direct reports).Implemented high-performance team’s management model, resulting in:o Best volume performance in Brazil (flat volume x business declining)o Market Share Growth (62% to 69%) – The best outcome for the region -… Show more Responsible for the Business Unit in the states of Rio Grande do Sul and Santa Catarina – Sales, Marketing, Distribution, with approximately R$ 2Bi Gross Sales. Reporting to Head of Sales. Unit with more than 300 head counts, of which 14 were managers (direct reports).Implemented high-performance team’s management model, resulting in:o Best volume performance in Brazil (flat volume x business declining)o Market Share Growth (62% to 69%) – The best outcome for the region - 2012/2014o Best performance in Brazil in Bad Debit management, and cash generationo Expansion of client base, from 39,000 to 47,000, through the implementation of different sales models• Led sales force restructuring, in which 100 head counts were laid off.• Conducted partnership pilot project to distribute Red Bull, with exponential growth in volume distribution, followed by rollout across all country. Show less

Responsible for the national Marketing and Sales strategic Planning. Reporting to Head of Strategic Planning. Team of 9 head counts, of which 4 were managers and 5 were analysts. Areas under managament: S&OP, Pricing, Competitor and Cycle Planning.• Led the development of pricing and volume scenarios during a critical change in business regulatory situation (new taxation), ensuring business sustainability. • Participation in strategic board meetings (locally and globally);… Show more Responsible for the national Marketing and Sales strategic Planning. Reporting to Head of Strategic Planning. Team of 9 head counts, of which 4 were managers and 5 were analysts. Areas under managament: S&OP, Pricing, Competitor and Cycle Planning.• Led the development of pricing and volume scenarios during a critical change in business regulatory situation (new taxation), ensuring business sustainability. • Participation in strategic board meetings (locally and globally); responsible for developing and presenting long-term strategic plan (5~20 years) Show less

Responsible for the development of consumer and customer engagement tools (Events, Consumer Promotions, Retail as Ambassador, Incentives, Marketing Skills and Development). Team of 12 head counts, of which 5 were managers and 7 were analysts. • Led the development of marketing tools during the period in which the biggest brand migration in the tobacco business took place (Carlton -> Dunhill), achieving 100% of consumer retention and solid market share growth for the new brand.

Responsible for the development of Souza Cruz Channel strategy. Reporting to Head of Marketing Development. Management of 2 managers and 1 analyst.• Developed national strategy of HoReCa channel (hotels, restaurants, pubs, coffee shops and night clubs)• Built new B2B platform aiming at migrating the investment model in point of sales, from merchandising exclusivity stage to payment to performance programs.

Responsible for Southern Unit (SC and RS) marketing and sales activities management, including B2C, B2B and people development. Reporting to the Head of Southern Unit. Management of 3 analysts, and lateral leadership to area managers. Key responsibility was to support the Head of Unit in leveraging regional performance.

Responsible for commercial management. Management of 18 head counts, including sales reps and merchandising reps.

Responsible for commercial management of Shell gas stations clients, in Curitiba and Northern Paraná.

Responsible for prospection and coordination of aviation insurance and reinsurance (airplanes, helicopters, hangars and airports).