Applying Innovation and Design Thinking through a broad network of partners, in order to help organizations to make Sustainability viable and accelerate their ESG agenda & targets while growing their business.

The Virtual Advisory Board is a community of executive-level talents from 45 countries, representanting over 100 industry sectors. VAB Members serve as Non-Executive Directors (NEDs) and offer advisory board consulting for businesses around the globe.

Remodeling of negotiation strategy for B2B, new B2C channels structured, Revenues doubled in 10 months

The best experience of my life, a sabbatical period to dedicate fully to my family. I learned a lot: I have lived closer to my family, new neural connections, reconnected and expanded my network and knowledge in many areas I have never explored before.

Head of Commercial Area in charge of all commercial strategies and operations in DR, including, Sales, Trade Marketing, Marketing Deployment (OOH, ATL, BTL, and Digital channels) for both cigarette conventional business and the innovative growing IQOS, Heat Not Burn category. Directing and developing a team of ~160 people + a network of ~700 wholesalers partners, +9 in-house managed IQOS retail stores/kiosks, a team of ~75 B2C third party consumer acquisition agents, + ~25 fully dedicated third party B2C express deliverers and 3 market place partners.Important SoM recovery after 3 months in charge (+5.0 pp Q4’19 vs. Q1-Q3’19), optimization of direct retail footprint and streamlined the B2C field force for IQOS while growing consumer acquisition by 40% (‘20 vs ’19) and growing NPS to 71%.

In charge of deeply review/assessment of current RTM model and reinvent it, leveraging on digital and key partnerships in order to create a more flexible, sustainable and asset light RTM model enabling exponential growth. We delivered a deep, detailed and complete roadmap of initiatives for transforming the business and the implementation of the Agile culture/way of working. I had the pleasure to implement some of these initiatives specially being able to design, implement and coach the first agile transformation squads.

In charge of Key Accounts management and Trade Marketing departments. Also responsible for the digitalization of our engagement with the trade (modern and traditional channels). We have launched B2B e-commerce within 2 months with results above expectations in terms of customer acceptance and sales performance.

Responsible for all business strategy for RRPs in Brazil, including importation model, Go-to-market strategy, customer care and digital strategies and plan. As part of the preparation for RRPs, I led the implementation of the “Innovation Lab” internally, which included the creation of squads (partially dedicated) which gave us important learnings and great results for the business and organizational culture evolution.

- In charge of all Sales Strategy and Operations in Brazil including Direct Sales (total of ~900 employees) and Distributor's management (9 Distributors summing-up ~600 people).- Responsible for changing route to market model (for order taking) from phisycal vsits to TeleSales - establishing a more efficient model.- Leader of important projects/initiatives aiming to increase efficiency through technology and innovation (10%-15% increased capacity of field team by eliminating non-added value activities, reducing volume concentration at the end the month) - Responsible to set a new commercial governance model which started developing entrepreneurship for all sales team, by equiping them with right skills, tools and mindset and giving more authonomy for decision making at the territory level.- During this period we acheived the historical record SoM nationwide

Responsible for a turn around on the Key Accounts Management by conquering 100% of availability and visibility of PMI products (PMI was out from important chains for years), introducing a RoI mindset, reviewing contracts remuneration scheme, while growing SoM. All investments moved to a P4P scheme while we grew SoM by 3.2pp in 2,5 years.

Responsible for strategic planning of sales department, including S&OP leadership, sales force systems development and implementation, analytical support for the whole sales department including key distribution projects to drive efficiency enabling for geographical expansion.

Responsible for planning all commercial/brand related calendar for the whole country playing a PMO role for Marketing, Trade Marketing, Consumer Engagement and Sales departments, including the official communication with the field sales force strategic commercial budget management to support the senior management on decision making.

Responsible for S&OP and sales forecast for all distribution centers and brands. Also in charge of all sales related KPIs governance and monitoring for sales department.

Responsible for the production planning including, factory machines and workforce planning, procurement and primary logistics planning also in charge of promotional products planning with a strong link between factory, sales and marketing.

As a supply chain trainee, performed a job rotation for one year, going through all departments of the company, including 2 months in the filed as a sales representative, carrying out cross-functional projects. Then dedicated the last quarter of the year building a cross-functional project to solve some critical inventory issues of merchandising material

An amazing experience as entrepreneur at the entertainment & food/drinks industry. The best part of owning a bar is the experience of setting up the place for hosting our friends as an extension of my home. The best thing that happened to me, was meeting my girlfriend, thanks to the bar, who later became my beloved wife.

Providing access of top level quality language education to a generation avid for learning of 3 important small cities in the countryside of Minas Gerais state (Pedrinópolis, Perdizes and Santa Juliana). Founder & CEO, Commercial Director and English teacher.