Empresa de consultoria especializada em análises econômicas de negócios, oportunidades mercadológicas e gestão operacional. Oferecendo soluções para melhorias de resultados, agregando receitas e/ou reduzindo custos, com suporte e comprometimento para a implantação das propostas.

Management of mobile mining assetsDefinition of offers and scope of services, competitive positioning, pricing, market approach and operating model, to provide prescriptive maintenance services for mobile mining assets.Long-term contracts negotiations to sell maintenance management services for large mobile assets in the mining industry.Management services and maintenance support operations for existing contracts, achieving impressive results: additional 3 -10% availability of operating assets, between 25 and 40% reduction in costs of parts and components and extensions of life of main components in the range from 35 to 50%.

Telecommunications company.Elimination of US$ 1 million/month loss without any additional cost by establishing a process of analysis of indicators/results to identify the causes and the necessary corrections in the losses of costumers billing tickets.Reversal of unfavorable situation under the Regulatory Agency (Anatel), involving extensive values from penalties, fines and disfavor financial disputes against others operators companies, through the work of deepening the analysis of the issues/disputes, presentations and convincing Agency's staff.Reversal of annual losses into a US$ 400 million gain, over a 5 year period, with the proposition, implementation and management of a specialized unit to analyze and negotiate the disputes raised in the commercial relationships between the operators companies.Fault/errors diagnosis under company’s billing system, where they were cleared 35% of expenditure and 20% of company revenue. Board persuasion to the need of an immediate system rebuild, thus resulting in the leadership and creation of a multi-departmental team to create, develop and maintain the integrity of the new system, which reduced about 90% of the errors and rework.

Leadership of the Company’s Service Center, with the responsibility of redesign the processes, optimize and standardize them, as well as implementing the SAP system. Definition of the service levels agreement and performance indicators between several involved segments. The reduction of total costs reached 45% and the operational indicators had a 76% increase.

Development of the benchmark project with leading companies in their segments, for the receivable accounts and service centers processes. Proposal and approval of the new processes, being also responsible for implementation. The performance indicators increased from 21% to 38% and costs were reduced by 12 to 40%.Redefinition of the Company’s businesses positioning including marketing and financial analysis in the markets we operate. Presentation of the diagnosis, proposal and approval for new models for certain markets / regions, with plans for the next 5 years and accountability for negotiations of the proposed divestments. The average profitability increased 12% and the received values from the divestments were 9 times higher than initial evaluations.

Leadership in the Strategic Cost Reduction Project, on Sale, Marketing and Commercial processes. Diagnosis demonstration, proposing and approving a new model and practices, ending with the responsibility of managing the defined deployments, which ultimately provided a 32% reduction in costs.

Responsible for planning, budgets and performance analysis for Aviation, Industry and Transport markets and the Retail in North and Northeast regions.Business feasibility analysis and sales points in the above markets.Responsible for the preparation and approval of investment plans, to the company's Board in Aviation, Industry and Transport markets and the Retail in North and Northeast regions.

Diagnosis and proposition of strategic changes Northeast area of the country which, at the time, had a U$ 4 million/year deficit. Approved the proposal and took part of the executive management team of the new Division, with annual profits of US$ 40 million in the next 2 following years.

Definition of operating and financial plans for short and long-term to the service stations network in the states of Bahia and Sergipe.Feasibility analysis of the investments and network configuration, developing or closing points of sales and definition of the portfolio into the sales points.

Management of Shell service stations network and the proposal of new sites in Rio de Janeiro.Contracts negotiation with the dealers, maintenance of the retail standarts, fuels and lubricants sales and management of the dealers financial issues.