• Responsible for Purchase and Distribution of Banknotes (4 employees).• Coordination of Hedge strategy implementation.

• Responsible for Product Enhancement. • Head of Private, Consumer and eChannel (13 employees).• Product Committee Member responsible for product approvals/restructuring.

• Responsible for Corporate Sales Desk for all segments. • Created and implemented a strategic plan. Developed a system to manage customer relationship (CRM). Implemented a customer / branch action plan with report to segment’s heads. • Restructured the FX Area including process, documentation and systems. • Resized the FX team that grew to 9 employees. • Corporate (R$ 700 until R$ 1.5 billion) segment revenue rose 30% YoY. • Developed a training section focus on Relationship Managers and Branches.

Responsible for Institutional (“foreign customers”) and Large Corporate (top 1000) customers.• Led and coordinated the implementation of the “Wally” project that shifted Citi to #1 in customer traded volume according to Brazilian Central Bank in 5 out of 6 years that I headed the area. During those years revenue increased 3 times. • Switched the FX Desk approach from a passive behavior where we received calls to an active attitude where we would call and visit the most important customers as previously defined. In those active approaches we identified customer needs and how Citi would be able to help. • Reorganized the Desk behavior where a trader and the FX Desk Head would be responsible to guarantee that all important steps of a deal would be addressed. The aim was to have a successful transaction and not only do the Desk part of the deal correct. We implemented a check list that in large deals would have more than 40 items. As a result, Citi was recognized as the most reliable Bank for large deals.

Responsible for Product Management for all Treasury product including FX, Derivatives and investment products for Institutional and Corporate customers. • Redesigned priority process definition and implementation: introduced a new methodology that brought strong customer orientation, not focusing only in regulatory and internal project. Among important projects, the “FX on line” that allowed customers to trade FX on the web and “Wally” that focused efforts on the customers with more probability to be successful, worth to mention. • Developed a matrix to manage spreads that assure that different customers will be tritely different and that we maximize the spreads on the medium term. “FX on line” gave a competitive advantage that allowed trades to focus on important deals as well as reduced the needs of additional traders.

Responsible for the development, management and delivery of fiduciary products (mutual funds and managed accounts). • Adjusted product line for large customers (e.g. Top Target fund with lower management fee was created) to align price / return with competitors. CAM reached the 6th position in terms of assets under management. • One of the responsible for the administration of more than 100 funds. Represented Citi for 2 years as in ANBID (Investment Bank Association).• Created a sales force training methodology and material that was delivered for the whole sale force, including consumer customers. As a result Citi was able to keep its market share even facing and open architecture that allowed the sales force to sell third party funds. • Build a “Funds ranking” that allowed heads of sales to compare return / risk performance as well as sales results.

Responsible for the development, management and delivery of fiduciary products (mutual funds and managed accounts). • Adjusted product line for large customers to align price / return with competitors. CAM reached the 6th position in terms of assets under management. • One of the responsible for the administration of more than 100 funds. Citi represented at Anbima (Investment Bank Association).• Created a sales force training methodology and material that was delivered for the whole sale force, including consumer customers. As a result, Citi kept its market share even facing and open architecture that allowed the sales force to sell third party funds. • Build a “Funds ranking” that allowed heads of sales to compare return / risk performance as well as sales results.

Mesa de Renda Fixa: Controle de posições e liquidação financeira.