Guilherme Saboia Email & Phone Number

State Of Paraná, Brazil

Curitiba, Paraná, Brazil

Somos a HRTech do Grupo PROPOSITO que engloba também a Proposito, empresa especializada em recrutamento e avaliação de posições C-level, e a AGIL People Solutions, voltada para posições de média gestão. A PRO Digital HR nasceu das dores e demandas das áreas de RH de nossos clientes. Desenvolvemos soluções para agilizar, facilitar e valorizar a área de Gente & Gestão, interagindo com centenas de empresas de diferentes portes e segmentos em todo o Brasil. Baseados em usabilidade, simplicidade e… Show more Somos a HRTech do Grupo PROPOSITO que engloba também a Proposito, empresa especializada em recrutamento e avaliação de posições C-level, e a AGIL People Solutions, voltada para posições de média gestão. A PRO Digital HR nasceu das dores e demandas das áreas de RH de nossos clientes. Desenvolvemos soluções para agilizar, facilitar e valorizar a área de Gente & Gestão, interagindo com centenas de empresas de diferentes portes e segmentos em todo o Brasil. Baseados em usabilidade, simplicidade e engajamento em prol do uso, oferecemos soluções no formato SAAS voltadas para gestão de avaliações, feedbacks, desenvolvimento, clima e outras frentes estratégicas de recursos humanos. Show less

Belo Horizonte / São Paulo

Reporting to the company's Board of Directors, with responsibility for the general leadership of the company with 70 employees, relationship with the market, implementation of the structure and governance, elaboration of the strategic and tactical plan, development of the culture, performance monitoring of indicators and financial results.• Led the company in the AeC Group spin-off process, preparing a strategic plan, establishing new governance and processes.• Implemented a new… Show more Reporting to the company's Board of Directors, with responsibility for the general leadership of the company with 70 employees, relationship with the market, implementation of the structure and governance, elaboration of the strategic and tactical plan, development of the culture, performance monitoring of indicators and financial results.• Led the company in the AeC Group spin-off process, preparing a strategic plan, establishing new governance and processes.• Implemented a new organizational structure by hiring a Commercial, Marketing and People team, as well as retraining the Technology and Customer Success team.• Defined, together with the leadership, the Vision, Mission, Values and Purpose of the company. We create the foundation for a cultural transformation plan.• Established the employee's journey vision, defining and implementing processes and tools (performance and competence assessments, 9-Box, eNPS, among others).• Participated in several negotiations, demonstrations and events with customers. I managed to leverage the growth of the number of users from 50,000 to 75,000 in 1 year.• Solved performance and relationship issues with strategic customers, avoiding churn.• Reviewed the entire portfolio of projects, prioritizing the solution of occurrences (25% reduction in the number of calls) and anticipating the launch of the new version of the platform in six months. Show less

Curitiba

Reporting to the COO, with responsibility for the entire Operation: Tax, Obligations, Accounting and Customer Service. Leadership of 650 employees.• Implemented process automation to increase quality (10% reduction in errors) and gain efficiency (avoiding the hiring of 40 additional resources).• Established a new customer service process, reviewing the entire flow and logic of service and migration from N1 to N2, obtaining a gain of 10 points in the NPS in 6 months.

São Paulo

Reporting to the CEO of the company, with responsibility for the areas of Call Centers, Backoffice Operations and Digital Transformation. Leadership of 1,100 employees (600 direct and 500 outsourced).•Implemented, to ensure fast and exponential growth (4 million customers in 3 years), innovations and continuous improvement processes to gain efficiency and customer experience in Call Centers through the unification of 3 Centers (reduction of 500 PAs, NPS from 32 to 61, FCR from 57% to 82%);… Show more Reporting to the CEO of the company, with responsibility for the areas of Call Centers, Backoffice Operations and Digital Transformation. Leadership of 1,100 employees (600 direct and 500 outsourced).•Implemented, to ensure fast and exponential growth (4 million customers in 3 years), innovations and continuous improvement processes to gain efficiency and customer experience in Call Centers through the unification of 3 Centers (reduction of 500 PAs, NPS from 32 to 61, FCR from 57% to 82%); reduction in the average time to open an account from 4 days to 24 hours.•Led the Digital Transformation process (Lean & Agile Office) and established the governance process, prioritization of projects and management of 30 squads. Show less

Osasco

Report to the Executive Board, with responsibility for the areas of the Corporate PMO, Organizational Consulting and Efficiency Programs. Leadership of 120 employees. • Led the Corporate PMO and managed the organization's Project Portfolio (~USD 300 Million), having been recognized as the Best PMO in the World (“The World`s Best PMO of 2019, by PMO Global Alliance”) • Led the company's strategic projects such as: implementation of Banco Next, acquisition of BAC Florida bank (USA)… Show more Report to the Executive Board, with responsibility for the areas of the Corporate PMO, Organizational Consulting and Efficiency Programs. Leadership of 120 employees. • Led the Corporate PMO and managed the organization's Project Portfolio (~USD 300 Million), having been recognized as the Best PMO in the World (“The World`s Best PMO of 2019, by PMO Global Alliance”) • Led the company's strategic projects such as: implementation of Banco Next, acquisition of BAC Florida bank (USA), review of the organizational model of the IT area and reduction of operational activities in branches, among others. Show less

Curitiba

Reporting to the company's COO, with responsibility for all the bank's transformational projects, from ideation to implementation. I led the HSBC-Bradesco Integration Program acting as Program Director.

Mexico City

Reporting to the CEO, responsible for strategy, governance, relationship with regulatory bodies and implementation of actions to increase customer satisfaction in the 14 countries in the region where the bank operated.

Rio De Janeiro

Reporting directly to the CEO, responsible for the entire operation, leading 400 employees and working with 20,000 retailers and 300 branches. Led the strategic plan called "Sense of Urgency", completely transforming the company, impacting on increased sales, reduction of operating losses and costs.

Curitiba

Reporting directly to the CEO, leading 140 employees, responsible for Customer Service, Ombudsman and Continuous Improvement, disseminating the Quality culture and leading Lean Six Sigma projects.

Curitiba

Curitiba

Executive Coaching, Columbia Coaching Certification

Business Administration And Digital Transformation

Mba, Estratégia De Empresas

Mba, Gestao Industrial / Empresas

Gestão De Negócios, Business Administration And Management, General

Engenheiro, Engenharia Mecanica