• Establishment of a consultancy focused on identifying, diagnosing, and systematizing management information to drive results for partner organizations in the areas of human resources and the social sector. Key areas of expertise include: (1) Collection and synthesis of complex management information in presentations and spreadsheets; (2) Support in the application of project management methods; (3) Assistance in methods for analysis and selection of suppliers and partners.• EDP Brasil (In partnership with Thérèse): Transformation in the organizational design of HR, Culture, and Innovation, into an integrated model using agile methods, design thinking, and dynamic network structures.• Votorantim Institute: (1) Support in revising the methodology of the Votorantim Partnership Program for Education (PVE) and construction of analysis tools and the selection notice for the technical partner; (2) Review of the activity planning for 2018 and implementation of a control and management method for the PVE team; (3) Construction of the PVE Power BI dashboard, identifying critical indicators and designing the analysis interface.• Minerva Foods: Development of 3 presentations on the HR Strategy and Reporting Results for the Minerva Board.• Caju (in partnership with Tropix): Training and mentoring for all middle management in the implementation of the company's results management model based on OKRs. Direct support in the creation of the organization's tactical OKRs.• Other Clients: Lemann Foundation, Movva (Impact Start-Up); Institute of Corporate Citizenship (ICE) & Ministry of Industry, Foreign Trade, and Services (MDIC); Lumo Consultancy; Aspen Network of Development Entrepreneurs (ANDE); Adriano Lima - AL+; Neon Bank.

• Leadership of the culture theme, conducting a comprehensive internal and external diagnosis of the legal sector and systematizing clients and talents expectations regarding the future of the industry. Creation of the roadmap for culture implementation and facilitation of culture workshops with directors and partners.• Delivery of the diversity & inclusion strategy in the areas of race, gender, people with disabilities, and LGBTQIA+. Notably, conducted a diversity census that covered 97% of the office, followed by the creation of dashboards and a thorough analysis of the status and trends, providing a foundation for the diversity strategy.• Implementation of the foundations of people analytics area in collaboration with the technology department, to develop the necessary infrastructure and establish data governance. Cataloging and organizing HR data, and delivering the first descriptive dashboards, including information on headcount, turnover, career, and diversity.• Implementation of planning, governance, and results monitoring routines based on OKRs. Management of transformative and cross-functional projects within HR (such as system changes and the relocation of the administrative team), with a particular focus on technology.• Management of the hybrid work program (with potential for evolution towards a broader employee experience perspective). Changes in the program based on attendance, satisfaction, and commuting data. Development of engagement campaigns and review of the operation and budget of key actions, aiming for greater efficiency.• Leadership of a team of 4 individuals, including 3 specialists, budget management (development, monitoring, cuts, and efficiency-seeking), strategic and operational planning of the department.

• Desenho e implementação do modelo operativo baseado em agilidade e desenvolvimento dos OKRs dos novos negócios digitais da Vivo (Vivo Money, Vivo Pay e Vivo Valoriza), fazendo o coaching e orientação dos 3 agilistas;• Apoio no desenho do Business Model Canvas do Vivo Guru;• Mapeamento e síntese dos principais gargalos estruturais de Dados, CRM e Posicionamento para implantação descentralizada do modelo de agilidade dos Serviços Digitais;• Apoio no desenvolvimento da comunidade de agilidade integrada B2C - TI.

• Coordination of People Department's annual strategic planning (2019/2020/2021) based on OKRs with quarterly reviews. Ensuring the engagement of leaders at all levels, facilitating sessions and Organizing the HR Strategic Directives. Monitoring the strategy execution, periodic maintenance and active learning;• Product Owner of 8 people squad, responsible for implementing The Integrated Management Solutions - IMS (Agile / Scrum, OKRs, Design Thinking) in large scale at Vivo and also for reviewing Company's performance model based on the IMS;• Development and implementation of the Business Partners (BP) training program in IMS, with training (10%), mentoring (20%) and practical implementation (70%) in the business departments. The program trained 15 BPs and 7 BP Managers, and ensured the use of OKRs based strategy planning in 4 Director Level Departments and 2 Vice Presidency, impacting more than 6,800 people;• Development of a new performance evaluation process, strongly integrated with company's culture, long-term strategy. Design a complete ecosystem employee's and leaders’ development.

• Deliver the change management process of Vivo's Recruitment Attraction, Selection and Onboarding Review Project. It was focused on digital tools, internalized the process carried out by consultants;• Implementing the agile movement at the People Department. In the Agile Coach role, supporting 6 squads who fully implemented Scrum, OKRs and design thinking methods in their routine. We had results such as R$ 15 million in savings through the use of People Analytics, the new Digital HR services platform (Vivo Pessoas), creation of Vivo's EVP, automation of HR processes, the new flexible benefits platform, among others ;• Coaching more than 30 (non-software) agile initiatives in the whole company. Also supporting the development of a basic and advanced training program on Agile;

• Relationship Management with over 300 fellowship recipients (Lemann Fellows) from Harvard, Stanford, Oxford, MIT and Columbia in the fields of Public Administration, Education, and Public Health. Mapping funding sources, contacts in key organizations and connections that could boost the impact of their projects;• Engagement with relevant political and social actors, enabling key connections for Lemann Fellows, and managing the participation of over 200 people in social impact leadership development events organized by the Foundation;• Team management and developing, strategic planning and budget management.

• Client - Kepler Weber (Biggest silos company in Latin America): Implemented KW’s Project Management Office (PMO); synthesized and organized work plans, scope, timeline, resources and identified risks; built periodic follow up reports for the executive board of the company. An average of 15% Improvement on the delivery time of the projects every month.• Client - Grupo A (Editorial company expanding to market of tech solutions to higher education institutions) Developed the 2018 Strategy; designed their value curve, business models, strategic map, KPIs and key projects plans.

• Designed the organization integrated management process, establishing planning method, metrics, impact assessment and performance controlling tools and the implementation of improvement plans for the organization’s social projects.• Developed a theory of change for social projects, with impact goals, performance indicators and processes.• Implemented the IT platform used to monitor and report the local projects and suppliers performance.

• Designing and delivering entry level programs (recruitment and selection) such as intern, trainee and technical programs;• Developing and implementing EVP (Employer Value Proposition) Integrated communication plan;• Coordinating employer brand activities at national and international universities for students and professional associations.

• Creating and Managing the ING Career Social Media (facebook, twitter and youtube) - Facebook fans went from 0 to 2600 in 3 months;• Running online campaigns to increase awareness and interaction with the ING employer Brand. The Next Generation Banking campaign has won the international Digital Communication Award for Employer Branding; • Ensuring participation and communication amongst all stakeholders within the company;• Redefining the sponsorship strategy so as to assure that the promotion activities provide awareness of ING as top Employer throughout the member of these organizations.

• I was a business operational assistant for the executive director. This company is one of the leading IT companies in providing services to the individual retirement funds sector in Brazil.• Designing company’s new plan using the BSC model, building and managing the company’s strategic map, with clear goals and indicators. • Facilitating workshops for employees and shareholders to discuss the company’s long term plans and strategy. • Coaching company’s BSC planning implementation and periodically reviewing and adapting the execution programs.

I was managing a national communication plan for a network of 33 offices, and 3000 members. It is part of global youth leadership development organization started over 60 years ago with a presence in more than 110 countries. • Managing outsourced communication services to deliver national recruitment campaigns, with social media and press relations strategies integrated. (1823 Exchanges realized and 103% of growth) • Delivering logistic plan for 6 National Congresses with up to 600 participants. • Facilitating almost 100 sessions at more than 30 congresses, 2 of them International congresses hosted in Romania (2009) and Estonia (2011), with up to 300 delegates from over 30 countries.

I was responsible for supporting the national operations strategies of AIESEC in Brazil. During the year we implementing the “Lean Thinking” model to exchange service structure, redesigning the exchange flow. I was also in charge of managing a virtual team and coaching 10 local offices.

I was leading AIESEC’s communications and marketing strategies in a foreign country. I was living and working with multicultural team in an intense and diverse environment. 15% Increase on exchange (after 5 years of decline).

I was responsible for their relationship with hospital managers as well as events management, Institutional promotion, developing reports, creating and executing the project communication plan.