Sócio fundador da iniciativa de promoção e geração de conteúdos culturais e gastronômicos que envolvem os perfis @vivacultura_sp - comentários e divulgação de conteúdos culturais; @vivagastronomia_sp - comentário e divulgação de conteúdos opções gastronômicas; @vivacinema - comentários e divulgação de conteúdos sobre a sétima arte; @vivamusica_sp - comentários e divulgação de conteúdos sobre o cenário musical e @vivadestinos- comentários e divulgação de conteúdos sobre viagem e turismo.

- Implemented an integrated monthly planning process, resulting in an improvement of +50MM in EBITDA and reducing variations in financial forecasts to less than 10%, in line with Operational Efficiency OKR post-pandemic;- Led the implementation of financial management tools (EPM, ERP, HR System), optimizing the planning schedule by 50% and training teams to real-time contributions to forecasts and budgets;- Developed a communication strategy between business teams, increasing the agility in analyzing insights and providing analytical depth, which made it possible to review and improve the presentations to the executive board and investors;

- Implemented a roadmap of goals and operational routines for a team of 60 people, resulting in 25% efficiency and saving 10 hours a week, aligned with the strategic objective of maintaining market leadership and growing in new territories;- Led the reviewing and standardizing informational process from 5 acquired companies, including international operations, in 3 months to 1 year. Implemented a 'control tower' for systemic validation of key metrics, ensuring reliability and smoothness in the integration process;- Developed an integrated planning process connecting operational metrics to financial impacts, allowing measurable and actionable goals. This proactive approach made it possible to make pre-pandemic cost adjustments, mitigating impacts on the operation;

- Developed a top-line integrated diary, resulting in savings of more than 10 million reais in the first year, a 5% increase in sales from key accounts, and maintaining market share. This initiative was crucial to improving profitability operations, facing the challenge of a costly manufacturing structure;- Led the unification of pricing tables of more than 200 SKUs in the dairy category, ensuring coherence in the portfolio and improving 2 basis points in profitability. Implement thought leadership with sales teams and key customers, integrating the new strategy into Joint Business Plans (JBPs);- Created a granular customized promotional calculator, enabling performance-based strategic pricing decisions. This tool almost doubled the average ticket in the spreadable category and reduced losses by 50% for this perishable product, ensuring positive ROI on promotional investments;

- Implemented an individualized portfolio analysis tool for key customers, increasing up to 5 basis points in the profitability of the activated categories. This initiative was crucial to increasing P&G’s representation in the country's main retailers, aligned with the company's strategic objective;- Developed and evolved Key Business Drivers for the P&G Brazil portfolio, emphasizing tampons and razors. This analysis unlocks impulse purchase categories track and promotional calendars optimization, resulting in significant efficiency improvements in all categories;- Led a strategic portfolio review of the three largest categories, resulting in a 5% year-on-year profitability improvement and a gain of 5 points in market share in the toothbrush category. This led to increased visibility at the point of sale and investment optimization in strategic trade activation;

- Developed an individualized management analysis model by category, resulting in market share gains in the tortillas category and profitability optimization cross categories. This model was crucial for investment decisions in production lines and the allocation of marketing resources;- Implemented a companion cockpit for PepsiCo Foods' top 10 brands in Brazil, allowing white space identification (Tortillas) and differentiation cells (Premium Potatoes). This analysis led to the development of a robust marketing and activation plan for tortillas, resulting in participation leadership and brand strength awards;- Led the internalization of marketing information modeling and marketing modeling, generating savings of 5 million in investments and better customization to the company’s needs. The success of this initiative led to the creation of a new strategic regional Analytics area;

- Participated in relationship ruler optimization, resulting in a significant reduction in operational costs and an improvement in customer experience;- Developed a strategy for service automation with chats, increasing by 5% customer support efficiency.

· Mapping and reviewing operational model of Call Center;· Review and definition of automated services model in service channels (IVR, Web and Call Center);

· Implementation of PMO project in a team of 60 people in the client's Media and Communication industry.

· Revitalization of the company presentation (Powerpoint and Digital Content)· Implementation of the anniversary event of the company (fraternization of all current and former members, to disseminate the results of the company and to update the database)· Preparation of business plan for a start-up in the food sector of the city of Valinhos.· Organization of lecture with President of Unilever Brazil, Mr. Kees Kruythoff