- Responsible for car and motorcycle dealership operations, representing 15 brands and 29 stores.- 2022 Best Leads conversion for Fiat in São Paulo Region, 2022 2nd Best in Citroen challenge and 3rd Best Peugeot dealer nationwide !- With bicycles in portfolio, expanding mobility options to our customers with evolution of e-bikes.- Headcount of +500 employees.- Implemented centralized Used Cars evaluation control.- Responsible for Sales, Aftersales and Administration divisions.Results:- Increased brand expansion from 11 to 15 brands, being relevant and being major dealership in region.- Expansion to 29 stores.- Stock leveling resulting in cash flow improvement.- Used car KPI definition to improve margins.- Reorganization and headcount reduction.- P&L management with Profitability improvement getting best ever results.- Implementation of more systems interfaces to speed up and improve operation efficiency and decision taking.- implementation of purchasing department to reduce costs and improve cash flow.- Process focused implementation to improve productivity and control level with expenses and cost reduction.- Operations improvement reaching Top Level among Brazil Yamaha operations and Top Leads management on Stellantis São Paulo region.- Direct sales (B2B) channel implementation and potential customers research, establishing new partnerships.

- Business improvement through Retail KPIs establishment. KPIs involves all sections including: New Vehicle Sales, Used Car Sales, After Sales (Parts, Accessories, Repair and Painting Shop and Service Shop) and also F&I activities.- Monitoring through Sales control tools to find gaps and opportunities. Such gaps are compared with Budget made by each manager and also benchmarking on other dealers within same brand.- Meeting with key persons to develop and drive action plans set to reach defined goal and timeline.- Business profitability improvement consulting based on best practices throughout customer base including Finance analysis (Cash Flow, Interests, Return on Capital). - Improve business efficiency to enable sustainable growth.- Methodology to find solutions tailored according to each customer needs.- Implementation of a business culture result oriented, support on develop leadership skills.- P&L analysis.- Cost reduction initiatives.

Results:- Hyundai Brand among Top 4 Brazil Carmakers and 2nd Highest on Private Customer. 13 straight months of company sales target achievements.- HB20 and Hyundai Creta among top selling car models in their segments considering Private Customers. Creta reached highest in November and December 2017.- Improved relationship with Dealer Network improving their KPIs reaching better results on profitability and customer satisfaction. HMB was chosen Best Brand by Fenabrave (Brazilian Dealer Association) in 2017.- Development of 2S concept store in Hyundai Brasil for implementation in 2018.- Part of two important Digital Initiatives: Leads Management and SSC (Smart Sales Care) projects.- Improved Customer Satisfaction jumping from 7th to 4th best brand in Sales Satisfaction Index based on JD Power.- Introduction of Creta Exports to Paraguay and Uruguay.- Demand and Supply analysis and sales focused on high (DOS) models to avoid long aging stocks and better manage coming production. Higher DOS reduced from 400 to 90.- Commercial Policy development for disclosure on month beginning which enabled dealer network to better plan their sales activities and have more confidence. Market share reached highest level ever from November 2016.- Closer communication and faster reaction among Sales and Sales Planning to fast change production according to market demand.- Implementation of visual controls for better performance and follow-up activities.- Team up with Product Planning for feedback on sales field for new product development.Responsibilities:- Responsible for headcount of +40 direct employees.- Responsible for Sales Field Operation monitoring 211 dealers nationwide.- Dealer Network Development, dealer performance monitoring.- Responsible for Sales Commercial Policy discussion and definition.- Responsible for Direct Sales development, including Big Rental and Fleet companies relationship.- Customer Satisfaction survey and activities.- Export development.

Results:- Through Demand and Stock Analysis improved Plant and Dealers Stock balance and established fast response from Production through smooth communication.- Established strategic partnership which increase sales volume for Direct Sales in 4x in 2 years with good brand awareness and mutual benefit.- Started and implemented export project with first export operation of Hyundai Brazil in Feb 2016. Currently study to market expansion.- Together with team and dealer network made first Government Sales.- Kept good KPI management being benchmarking within Company group and also main competitors.- Responsible for headcount of +120 direct employees and +250 indirect.- Responsible for Sales Operation Chain from Demand Planning to Delivery vehicle to Dealers.- Pursue to establish best balance on demand (sales forecast) and supply (production). Currently Hyundai Brasil are among lowest stock in market.- Responsible for Direct Sales Policy (including Fleet Sales, Sales for Disabled People and Employee Sales) and increase business to support company targets achievement.- Responsible to develop Government Sales.- Wholesales and Retail Sales target definition support aiming best balance of market potential, historical performance and agreed business plan.- Sales acitivities support through establishment and definition of Bonus Performance metrics on quarterly basis.

- Responsible for headcount of +120 direct employees and +250 indirect.- Cover Sales Operation Chain from Demand Planning to Delivery vehicle to Dealers.- Pursue to establish best balance on demand (sales forecast) and supply (production). Currently Hyundai Brasil are among lowest stock in market.- Responsible to establish Direct Sales Policy (including Fleet Sales, Handicapped Sales and Employee Sales) and increase business to support company targets achievement.- Wholesales and Retail Sales target definition support aiming best balance of market potential, historical performance and agreed business plan.- Sales acitivities support through establishment and definition of Bonus Performance metrics on quarterly basis.Results:- Support to reduce dealer and plant inventory by better driving production mix/color availabilitity and quick reaction to market demand through various KPI analysis.- Successful introduction of Direct Sales reaching company targets and headquarter strategy by providing driving experience and low TCO.-Established partnership with rental car company to enrich model view and provide driving experience to potential customers.- Continue to strive to be one of best Logistics operation driving to dealer satisfaction (Lead Time and Delivery Quality) and cost reduction.- Established PDI flexibility to introduction of new models such as World Cup Special Edition and New Models by installing options after Production.- Reached to be one of best Departments regarding Safety and Environment through good analysis, risk evaluation and strong action plan establishment and follow up.- Support to reach #1 Plant Operation among Hyundai/Kia operations worldwide by strong action plan through problem solving follow up and major problem analysis.

- Best Operation among direct competitors reaching maximum satisfaction on Quality and Transit Time Accuracy enabling better cost competitiveness in Insurance and Financial (Stock in hand) costs.- Implementation of Special Sales operations: Handicapped Sales and Employee Sales.- Coordination of Sales operations involving Final Quality, Final Assignment, Billing and Logistics Operations to all dealers.- Support to keep Brazil operation among Top Final Product Quality Evaluation (Qualitivity) among Hyundai worldwide operations.- Expand OTD visibility for even better Customer Satisfaction. By providing planned operation and reaching ideal operation according to customer point of view.- Enable flexible structure to support business expansion with VIO (VPC Installed Options), unique operation in carmaker business in Brazil.- Study export operations start to expand Hyundai Brazil business.Results:- Support to reach good inventory level of dealer and Plant through establishment of allocation process to quick react to market demand and follow backorders to reach best Customer Satisfaction.- One of best Sales Logistics operations in Brazil. Highest quality level.- Reduced operation cost by changing manpower to value and profit operation. Achieved more than US$ 1 million/Year profit improvement activities.- Enable achievement of OHSAS 18000.- Support to Brazil World Cup activities through Hyundai sponsorship program.

Setup starting operation of Hyundai Motor in Brazil managing Sales Administration Team with +50 direct members and +100 Third Parties. Main responsibilities are:- Support setting process from Order to Delivery including following Production Planning, Allocation, Billing, Final Inspection and Delivery Operations.- Establish operation through KPIs.- Manage, train and develop staff members.- Contact with all other departments and partner companies.- Target to be one of best efficient operation among direct competitors.- Support good starting of Hyundai operations in Brazil.- Achieved good performance results for beginning of operations.Results:- Lean operation with reduced stock, best among direct competitors. 0.5 Day.- Reached 4.7 points out of 5 on Dealer Satisfaction. Dealers assure best operation ever seen in Brazilian Market.- Cost competitiveness. Gradual operation cost reduction.- Support achievement Quality #1 among all 28 Hyundai/Kia operations worldwide.- Support achievement Car Of The Year Prize 2013.

Managing outbound logistics with +15 direct members and nearly +80 outsourcing members in 3 different locations. Control of nearly US$ 200 million/Year in Budget. Main responsibilities are:- Management of finished vehicles logistics (Import, Export and Domestic Distribution) through Plants and Distribution Center in three locations.- Establish and control operation through KPIs based on pillars Safety, Environment, Quality, Cost and Lead Time.- Manage, train and develop staff members.- Contact with other affiliates mainly Japan Headquarters and Argentina Plant.- Leading projects on improvement of Demand & Supply involving Sales, Production and Logistics. Aiming improvement to be reflected in new plant concept for best operation and lower investment.Results:- Stock reduction around 30%.- Productivity increase by process improvements, same manpower handling higher volume.- No Aa Safety Risk in operations.- Improved logistics process visibility for internal/external customers.- Total mapping of operations, establishing KPI to lead to more visible results and able to further Kaizen.- Established more environmental friendly operations.- Operation quality improvement, lower damage ratio leading to cost reduction and lead time accuracy improvement activities.

- Responsible for prepare section structure for achieving new level based on benchmarking with other affiliates and headquarters.- Development of Cost Control activities.- Establish main KPIs. Expansion of control area of company.- Hiring, traininig and development of staff members preparing to future increase and level up of section.- Establishment of contracts with main service providers.- Responsible for export and import of vehicles.- Responsible for implementation of Environmental activities.- Establish and monitor of sections budget.- Contact with Production Control and Commrcial Areas.

- Main buyer for outbound logistics.- Leader for outbound logistics in Latin America, Africa and Middle East Region.- Feasibility study to establish new logistics process.- Conducted studies aiming for improvement on pillars Quality, Service, Technology and Price.- Worked and Teamed Up in Regional and Global Sourcing.- Made joint studies at Regional level aiming for selecting best partners in Regional level.

- Responsible for setup operation for vehicles and spare parts exports to Caribbean, Latin and Central America countries for Toyota do Brasil.- Hiring, training and development of staff members.- Development and design of operation flows.- Establishment of KPIs.- Contacting distributors at foreign countries.- Study and development of new business. Including feasibility study.

- Leader in implementing ERP System (Microsiga - Currently Totvs) resulting in performance improvement and error reduction on overall process from Order to Delivery.- Responsible for Import and Warehouse process.- Responsible for Southeast purchasing to supply Plant in Manaus.

- Responsible for seeking new products for distribution in Brazil alogside other company products mainly Cibahia Cigarettes and Menendez Amerino Cigars.- Support introduction of Probarba Razors (Private Label) from ASR (American Safety Razor).- Support development of merchandising material.- Support on export business development.

- Responsible for batteries brands (Maxpower and GE).- Increased sales market by reinforcing partnership with General Electric (GE) that was established only on Uruguay. Expanded to Chile, Peru, Venezuela and Colombia.- Increased Maxpower brand in Caribbean and Latin American countries.- Support development of merchandising material.- Support package design.- Daily contact with distributors.- Responsible for daily exporting routine (including Invoicing, Warehousing, Transport and Customs).