Led the digital-enabled transformation of commercial and customer service operating models.

Member of the core team that planned and coordinated the successful merger and post-merger integration of Tranquilidade, Açoreana, Logo and T-Vida.

Designed and implemented the company's innovation strategy and management model. Led transformation programs in several areas (e.g, Claims, Operations, Retail & Brokers channels, etc.).

Planned and coordinated the successful post-merger integration of Açoreana, Global and Global Vida.

Designed. planned and executed a SG&A cost reduction program based on demand management, leverage on synergies with Banif Group and the systematic use of competitive bids. As a result of the work carried out in this period, the company's SG&A base decreased by 10% between 2009 and 2010.

Strategy & Operations practice leader.

CEO of the Southern Europe Business Unit (Portugal, Spain and Italy) of Key Plastics Europe (5 Automotive industry Tier 1 and Tier 2 plants; revenue over M€150).Major accomplishments: successful turnaround of 2 plants in Portugal and Spain; positioning of a Portuguese company in the high-end segment of its market, with an EBITDA margin well above the industry average).At the time Key Plastics was owned by the Ewing Management Group, a US private equity firm (spin-off from The Carlyle Group).

Senior Manager at the Strategy & Operations practice, dedicated to the the Communications and Financial Services industries. In this role, led multiple engagements for clients like Portugal Telecom, Vodafone, Telefónica Móviles, SIBS and Caixa Geral de Depósitos.

Major engagements:- Start-up of Optimus (Portuguese mobile operator);- Start-up of Retevision (Spanish fixed operator);- Restructuring of TAP Air Portugal IT unit.- Set-up of Enabler (now Wipro Technology).

Major engagements:- Restructuring of Somague (Engineering & Construction);- Post-merger integration of Tecnasol-FGE (Engineering & Construction).