• Transformed subsidiary into a profitable company with revenues exceeding R$500 million through strategic sales management and strict cost control.• Led organizational transformation, making critical adjustments to sales portfolio and market positioning.• Established high-performance team, identifying and developing talents, and implementing performance indicators and integrated management dashboard for transparency and accountability.

- I regained confidence in the national reseller channel, which is responsible for more than 55% of the sales result, by working to bring the more than 40 resellers closer together and by recreating and formalizing the national channel policy, resulting in revenue growth of more than 25% during the period.- I recreated and implemented a new sales commission model, more in line with the growth strategy, which required negotiations with the sales team and the union.- I was responsible for the cultural and social integration of the two companies over which I presided, placing them both at the same address and saving more than 15% on property rental costs. - I created a performance recognition project, based on individual KPIs that rewarded the best performances with biannual bonuses, which contributed to improving the corporate environment. - During the pandemic, I created a solutions model, based on ITSLA's high-tech offerings, applied to all RMX clients, which was responsible for the sustainability of turnover. - I adjusted corporate processes, guaranteeing zero non-compliance in all audits (corporate, external, financial and ISO 9001), after having received previous notes.

- I was responsible for recovering revenue by more than 26% in the period, as a result of implementing a commercial management strategy based on communication and intense customer relations. - I created a strategy to mitigate the loss of revenue, called Cero Churn, focusing on maintaining and recovering turnover from active customers, who accounted for more than 80% of the total. - I implemented a policy of reducing costs and expenses, recovering the decreasing Operating Income and bringing it to the target set during the time I ran the branch.- I created a cannibalization production line for hardware, resulting in savings of more than US$600,000 in the year. To this, I added a refurbishing process aligned with the commercial strategy, creating a successful offer for the market.- I launched the distribution channel with a distributor that allowed us to extend coverage to more than 2,000 companies throughout the republic, especially in areas where the subsidiary had no resellers.- I created a national field service policy through the reseller channels, which significantly reduced customer complaints, increased sales and reseller loyalty.- I recreated the CQC (Comité de Quejas Colombia), a process for managing customer complaints that involved in-house solution managers and a customer response flow based on industry best practices.- I brought the brand into digital marketing with the launch of Theta, a 360° digital camera. One of the measurable results of this project was a 300% increase in sales of the product.

- I was responsible for implementing a unique growth project in the organization, winning over 100 new recurring contracts. - I transformed the marketing area in Brazil, placing Ricoh Brazil in different CIO groups and events, which ensured not only important industry awards, but also that the company was recognized in the corporate environment nationwide. - I aligned the commercial force with 3 commercial teams for the private market, with correct SPAM control, suitable for monitoring and measuring commercial activities. - I created the Guia2 methodology to measure commercial productivity, with 5 KPIs, which considered, with different weights, the entire sales roadmap that the salesperson should work on for a successful sale. This methodology was presented at Saint Paul Business Schools in 2016 and was recognized as one of the best sales methodologies. - I created a weekly sales training process, ensuring uniformity in the Go To Market of the value proposition in Brazil, increasing the Ricoh brand's share of customers' wallets. - I created the government sales team, which enabled the company to participate directly in tenders, but also, with a pre-sales team specializing in public tenders, to support the indirect channel in government best practices.

Responsável pela regional de São Paulo e Sul, dirijo uma operação de TI da ordem de R$ 150MM/ano, atuando tanto no segmento público quanto privado, com as seguintes linhas de negócio: Call Center, Fábrica de Software, Distribuição Oracle, Professional Service, Partner Solutions, Printing Center e Outsourcing de Infraestrutura.

Responsável pelas filias de RJ, MG, BA, PR e DF, lidero cinco Gerentes de Filiais, respondendo por uma receita anual de mais de R$ 150.000.000 e clientes de grande expressão no mercado nacional e internacional. Papel de relacionamento com C-Level destas organizações. Criação de estratégia comercial para cada operação, desenvolvendo o mercado por meio de crescimento em novos clientes e cross selling na carteira ativa.Respondendo diretamente ao presidente da cia, com reports assertivos e crescimento sustentável e expressivo.

Gerente da filial Rio de Janeiro.Lidero equipe e comercial para vendas de serviços de TI na área privada (Grandes Contas) e públicasCoaching de gerente de contas corporativosAdministração da unidade de negócio da cia, reportando resultados de vendas, operações e administrativosCriação, definição e implantação de estratégias comerciais; Gerenciamento de ações comerciais pré e pós-Vendas.

Responsável pela elaboração de artigos quinzenais sobre Direito Internacional.

Prospecção de clientes SMBGerenciamento de carteira de clientes corporativos (grandes contas)Administração de contratos