• Designing, leading and coordinating the regional distribution of Phonak products (Sonova’s hearing aids premium brand) in the whole Baixada Santista’s Zone and in the Southwest of São Paulo Metropolitan Region (in the cities of Cotia, Taboão da Serra, Itapecerica da Serra, Embu das Artes, Carapicuíba and so on), through my own independent company.• Managing the branches, the sales force agents, the marketing efforts and the whole commercial relationship with the stakeholders, such as… Show more • Designing, leading and coordinating the regional distribution of Phonak products (Sonova’s hearing aids premium brand) in the whole Baixada Santista’s Zone and in the Southwest of São Paulo Metropolitan Region (in the cities of Cotia, Taboão da Serra, Itapecerica da Serra, Embu das Artes, Carapicuíba and so on), through my own independent company.• Managing the branches, the sales force agents, the marketing efforts and the whole commercial relationship with the stakeholders, such as providers, health insurance companies and doctors.• This operation has achieved its payback after 12 months and its turnover has increased more than 50% during the second year. Show less

• Coordinated the task force “Auto Insurance Development Plan” for an important insurance company, based on the Design Thinking approach, to set detailed regional action plans to increase product penetration and to boost product sales in the defined target markets.

• Structured a new “Commercial Activity and Monitoring Model”, which supports the branch network in the execution of the commercial agenda. The monitoring has doubled the use of the leads (“top priorities”) and the commercial goals achievement in 10%• Led and coordinated with Heads of Segments / Zones footprint performance reviews based on a new BI and Analytics tool – Tableau – and on a set of metrics for performance/productivity. This project, together with the Incentive Scheme Strategy… Show more • Structured a new “Commercial Activity and Monitoring Model”, which supports the branch network in the execution of the commercial agenda. The monitoring has doubled the use of the leads (“top priorities”) and the commercial goals achievement in 10%• Led and coordinated with Heads of Segments / Zones footprint performance reviews based on a new BI and Analytics tool – Tableau – and on a set of metrics for performance/productivity. This project, together with the Incentive Scheme Strategy and the “Sales Push” led by Segments, reverted the negative trend in the last 3 years in customer acquisition from -3% to +5% YoY growth rate in only 4 months• Designed and implemented new managerial tools for the sales force for SMEs and Individuals Segments such as the “Customer Dashboards: POS, Payroll, Loans and Credit Cards”, which show daily updated figures for customer dynamics, sales, customer lifecycle for each product (from the sales moment, through the activation till the use) and the business opportunities in the customer portfolio. Show less

• Structured a new “Customer-Centric Business Model for SMEs” together with Corporate Santander Advance’s and Santander Portugal, UK and Mexico’s teams, in order to guide multichannel commercial agenda, design CRM strategies for this segment and boost customer acquisition, engagement, profitability and loyalty.• Supervised the development and implementation of new “Commercial Tools” for Santander Brazil, UK, Spain and US in order to increase sales productivity and to improve customer… Show more • Structured a new “Customer-Centric Business Model for SMEs” together with Corporate Santander Advance’s and Santander Portugal, UK and Mexico’s teams, in order to guide multichannel commercial agenda, design CRM strategies for this segment and boost customer acquisition, engagement, profitability and loyalty.• Supervised the development and implementation of new “Commercial Tools” for Santander Brazil, UK, Spain and US in order to increase sales productivity and to improve customer experience. In Santander Brazil, for example, this project had increased sales force productivity in 15%.• Designed (as part of a team) a new “Campaign Business Model” for the whole Retail & Commercial Banking Division, based on internal best practices, which aims to encourage a new systematic way of planning commercial actions (ensuring their perfect execution through a close governance together with Segments, Risks, Network, Multichannel and Marketing Departments), to set a monitoring model and the continuous assessment of all commercial actions´ results.• Coordinated the “Client Engagement Model” task force in Retail & Commercial Banking Division, defining and implementing corporate metrics and strategies to push customer profitability and loyalty in all Santander’s Business Units. During 2015, the portfolio of engaged customers had increased 7%.• Coordinated BI Analyses, such as “Santander Chile Pricing Scattering” and “Santander Puerto Rico Profitability Scanner”, which showed opportunities to increase annual revenues in US$ 41.8 MM and US$ 9.7 MM, respectively. Show less

• Managed 12 Collections Branches in the north of Chile, with more than 100 direct collaborators (2008 to 2010).• Led the team to attain leveraging efficiency, avoiding US$ 24.0 MM in asset losses. Rewarded for the first position in the local ranking in 6 months in 2009 and in 5 months in 2010, with an average efficiency ratio over 70% (in avoiding asset losses).• Led a task force to control the “Early Delinquency” of the main retail customers, with 24 collaborators in the Contact… Show more • Managed 12 Collections Branches in the north of Chile, with more than 100 direct collaborators (2008 to 2010).• Led the team to attain leveraging efficiency, avoiding US$ 24.0 MM in asset losses. Rewarded for the first position in the local ranking in 6 months in 2009 and in 5 months in 2010, with an average efficiency ratio over 70% (in avoiding asset losses).• Led a task force to control the “Early Delinquency” of the main retail customers, with 24 collaborators in the Contact Center (2008).• Created this task force from scratch, since the definition of the whole strategy (Operations, HR, Incentive Scheme and Monitoring) till its implementation and the daily management of the operations and of the team. Rewarded for the first position in the local ranking in 6 of the total 7 months that I was responsible for it. Efficiency ratios over 90% (in 30 days) and over 80% (in 60 days).• Coordinated and supervised the “Collections Outsourcing Strategy & Process” – responsible for half of the whole balances in early delinquency (2008).• Developed and implemented the "Benchmarking Program" for the external providers, in order to closely support their operations, follow their main performance metrics (results, contact intensity, efficiency and quality) and guide them through recurrent “business review meetings”.• This whole strategy had levered this external providers´ results till the same level of the internal operation ones. Show less

• Participated in the management of the Low Income Segment, with a total of 2 MM clients.• Led a task force to increase sales of the “Direct Debit” product, doubling sales over the previous year and leveraging the total number of clients with this product by 27%.