Gabriel Casara Email & Phone Number

Porto Alegre, Rio Grande Do Sul, Br

Osasco, Sp, Br

“ Entrei no SBT em 2020, um momento muito desafiador em função da pandemia. Apesar de um período difícil, acredito que meu ciclo na emissora foi concluído com muitas conquistas em várias dimensões. Conseguimos evoluir no modelo de gestão comercial e relação com o mercado. Criamos e adaptamos muitos projetos gerando valor aos clientes. Reafirmamos a relação da empresa com o povo gaúcho e, principalmente, fortalecemos nossos times em todas as áreas.”“Liderar um veículo como o SBT foi uma grande honra. Além de passar pelo momento de pandemia, tivemos que acompanhar as movimentações do mercado e seguir evoluindo junto das pessoas buscando alternativas, e tudo isso foi realizador. A implementação de processos estratégicos que identificaram oportunidades e colaboraram para fornecer soluções para todos os tipos de negócio foi uma grande conquista, mas isso só é possível com uma equipe completa e integrada. Então creio que a principal realização foi colocar o SBT num novo patamar no RS através das pessoas que trabalharam comigo.”

Cambridge, Massachusetts, Us

In 2018 I took on the challenge of structuring channels and sales processes for Libring Technologies, an American startup that offers a SaaS in the Ad Tech field. Libring's product is an Analytics platform that automates the generation of Ad Tech reportings for Web and App Publishers, generating insights that increase revenue and ROI. The position responsibilities divide into developing the sales processes and structure for the business, in addition to developing new business in Brazil. As responsible for sales in Brazil, in nine months of operation, I conducted direct and indirect sales channels inside and outside the country. In Brazil, where I work directly in sales, I generate recurring annual revenues of more than R$ 300 thousand. Several contracts were signed with the largest media companies in the country. In September 2019, Libring was acquired by App Annie - a global leader in data and analytics for mobile applications.

One of Marketing's biggest dilemmas is identifying the real return on investment (ROI) in communication. In 2017 I decided to carry out a Research and Development project to develop a Data Analytics platform that would help brands and agencies to optimize their investments in communication. For nine months, I worked with a team of Data and Technology Scientists, conducting tests and pilots with local companies. We carry out pilots in 4 companies, 3 of which are paid as a consultancy to identify optimization opportunities — the project resulted in the development of a methodology for attribution and optimization of the communication mix. Parallel to the project, I performed marketing management consultancy for companies in the areas of strategy, planning, structuring, and processes.

Porto Alegre, Rs, Br

In 2013 I was invited to take over the P&L of RBS Group Newspapers and their digital platforms in Santa Catarina due to the results obtained with the digital transformation project and the development of a multiplatform communication solution at the Radios unit. The SC Newspaper business unit consists of 6 newspapers and their digital platforms with revenues of R$ 150 million at the time. During the period, I also accumulated the functions of corporate digital marketing and institutional representation of the RBS Group in the state with associations, customers, and political entities. The team led had 250+ employees, with direct reports from directors and managers in the main areas, including sales and marketing, journalism, production and operations, circulation, administrative-financial, and digital.The actions carried out involved the closing of several loss-making initiatives, such as some sales channels, daily supplements and events with negative margins, also the review of commercial practices with low profitability, cost reduction and personnel structures with low productivity ratios and the optimization of overhead structures. The process also included the change of part of direct leaders and the promotion of new ones in order to structure a high-performance team - which had instrumental participation in achieving the desired results. After one year, EBITDA went from negative R$ 8 million to positive R$ 20 million. Product updates and marketing actions meant an increase in newspaper subscriptions and an increase in audience for digital platforms. Additionally, new sources of ad revenue were generated with positive margins — all of this combined by a robust improvement in all the unit's organizational climate indicators.

Porto Alegre, Rs, Br

I led the radio network composed of 23 proprietary stations, with 100+ affiliates, revenues of R$ 120 million, plus a headcount of 270+ people as of 2011. The need was to carry out a digital transformation process that would place the mediums on a new level of innovation. Despite all the success in offline, audiences and digital incomes were very discreet at the time.Based on an internally developed methodology called S2P3 (Strategy, Structure, People, Product, and Platforms), we developed a plan to generate content and multiplatform solutions (omnichannel). A product development and digital solutions structure was created to implement the program, which served both for the production of internal platforms and for the delivery of projects to customers. An extensive digital training program was also created for personal improvement for all radio sectors. The whole planning foresaw the growth of digital, but without neglecting the leading offline assets and content. In a short time, positive results were achieved, such as the increase in operating margins (EBITDA) of all radios above 30%, the production of products and digital content (generating new audiences), and offers of multiplatform solutions for the market - creating a significant increase in new sources of revenue. One of the project's most impacting digital transformation actions was the development of a multiplatform plan for the 2014 World Cup in Brazil. That project was sold two years in advance and within a 20% increase in revenues from the Sports Day of Radio Gaúcha. As a result, new digital revenues reached 18% of the total income of the business, increasing the share of this revenue source by almost four times. The digital transformation project of RBS GROUP radio stations was recognized nationally in articles in magazines and specialized websites, such as Meio & Mensagem.

Porto Alegre, Rs, Br

Upon returning from the MBA, I was responsible for the development and execution of a business in the E-commerce area. The Desejomania website was a group buying platform created to compete with the leading players in the country. We developed and approved the transactional business plan and started the operation. Despite belonging to a large company, the business was managed as a startup - with restricted resources approved by the board. In a few months, operations were structured in the main cities in southern Brazil, in addition to Rio de Janeiro and Sao Paulo, totaling 15 cities. The operation generated more than 1 million qualified leads, in addition to being positioned among the top 10 E-commerce sites with the highest traffic in Brazil for several months.

Porto Alegre, Rs, Br

After a brief period of structuring the radio marketing area and strategy, I received the invite to take over the operations of RBS GROUP's entertainment radio network. I led the P&L of a portfolio of 20 radios (including their musical events) in the state of RS and SC. The initial situation of entertainment radio in 2006 was quite critical. Except for an AM local station in POA, no other brand was an audience leader in the segment in which it operated - an essential condition in the strategy of the business units. Based on this situation, we developed a business turnaround plan (PDCA) as a team to resume product leadership, improving radio brand awareness, and, ultimately, improving business operating results. The project was distinguished by extensive market research that resulted in changes in products and branding actions, such as the 68% growth in audience of Radio Atlantida and the double-digit increase in subsequent years of revenues and EBITDA of all radio stations.

Porto Alegre, Rs, Br

Development of marketing strategies for RBS radio stations.• Conducted market surveys on youth listeners´ behavior than helped to develop promotion and communication strategies, increasing Atlantida Radio Station audience by 68%.• Analysis of pricing policies, raising average ticket by 20%.

In the early 2000s, there was a steady growth in the phonographic market due to the popularization of media such as CDs and DVDs. Aware of this reality, RBS Group requested the development of a business plan for the creation of a music label that would take advantage of media inventory available in their mediums. In this initiative, I had the opportunity to participate in the whole process of implementing new business. I was responsible for the business plan and also for implementation of the business unit, participating in the team structuring and development of processes and platforms. As a result of the project, Orbeat Music became at that time the largest independent music label in Brazil, with a portfolio of more than 150 own titles launched in addition to other licenses. The record label's business operation model was innovative because it invited artists to become partners of the discs and DVD's, making feasible and reducing investments in productions. Besides, the contracts with artists provided for participation in concert revenue, a novelty at the time that later became a trend throughout the music industry. Rewarding the work of an entire team, we were honored to receive 3 Gold records for sales in the national market.

Mba, Innovation, Entrepreneurship, Management And Leadership

Mba, Business Administration

Specialization In Marketing – Advanced Practices, Marketing, Communication, Media

Ba, Business Administration, Business Administration – Concentration In Finance