Luis Fernando Romeiro Email & Phone Number

Uberlândia, Minas Gerais, Brasil

• Lidero o processo de reorganização da área comercial rumo a um modelo híbrido, entre o tradicional 1P e o 3P Marketplace, que proporcione a companhia um crescimento sustentável a longo prazo e um melhor atendimento as.
• Responsável pela construção e entrega do planejamento estratégico para os canais online e offline, respondendo pelas metas de venda, margem, estoque e capital de giro, além da escolha dos fornecedores e categorias de.
• Execução de planos táticos, através de uma leitura constate do mercado consumidor e fornecedor, gerando ações promocionais ou melhorias nos entregáveis como mix, qualidade da entrega, prazo de pagamento entre outros.

São Paulo

• I led a structural and growth-process at the Household Appliances’ business-department, turning the sales team into a high performance team and restructuring the commercial team in order to enable it to deal with the.
• I revisited the promotional model and the product-and-supplier strategies, reaching a share-gain into the hypermarket channel for 10 weeks in a row (Nielsen).
• I restructured a technical-qualification team and drove the work-scope towards qualification and sales management. I drove the actions along with the shops and worked for individual solutions based on performance rates.
• After the Extra shops were sold, in October 2021, I began to proactively work on team relocation, finishing product-stocks and concluding the contracts and pendencies we had with our suppliers.
• In three months, I ruled out R$ 560 million in stock-products, saving R$ 30 million opposed to plan estimation; I concluded all the contracts, finished all the pendencies and relocated 26 people on the market and.

São Paulo

• I led the Eletronic and House Appliance Business, Services and Technical Qualification department into one of the greatest restructuring processes in all Brazilian wholesale, focused on implementation of a new culture.
• I increased incomes in 15% at 6 p.p. interest rate.
• I decreased stock-coverage in 40 days, saving about R$ 100 million/a.m.
• In services, I upgraded our sales efficiency from 1.5% to 7%, gathering about R$ 50 million on results achieved, by improving operational relationship, training and salespeople renewal, all based on evaluation through.
• I redesigned commercial strategies for suppliers, products, promotions and financing, making the Eletronic and House Appliance department the greatest source of share-gains reached by the company in 2020 (Nielsen).
• I set up a new model of relationship with suppliers which was based in strategic planning and market informations, getting rid of exclusively transactional models, boosting, thus, business growth and NPS improvement.

São Paulo

• I led a huge process of commercial strategy, sales growth and leadership achieved by the Eletronic and House Appliance department. I led 4 direct managers and 15 indirect workers, earning R$ 3,1 billion/a.a. in incomes.
• I increased sales rates at 63%, going from R$ 1.8 billion/a.a. to R$ 3.1 billion/a.a. and cash margin at 43%, in three years.
• I raised the eletronic and home appliance business-share from 20% to 30% at Extra
• At the Brazilian ranking charts, we went from 9th to 5th spot, and, at hypermarket segment, we went number 1.

São Paulo

• I led the team responsible for white goods and portable appliance categories, which made 30% of eletronic and house appliances business. I led 2 direct managers and 2 indirect workers, earning R$ 600 million/a.p.r. in.
• As for portable appliances category, I raised its share in Brazilian market from 2% to 5%.
• I led, in 2014, the commercial front at the synergy process between Extra and Via Varejo.
• By that synergy, Eletronic and House Appliances department raised 5 p.p. at margin rates and 6 p.p. on sales in comparison to market performance.

São Paulo

I took part in the project of restructuring and professionalization of the company, leading white goods and portable appliances categories. I led 3 direct managers and 3 indirect workers, earning R$ 800/ a.p.r. in incomes.

São Paulo

• I led the Household Appliance department into the process of reorganization of the company, focusing on HORECA (hotels, restaurants and cafeterias). I led 5 direct managers and 7 indirect workers, earning R$ 200.
• I managed the restructuring of the Eletronic and House Appliance department, reaching a 10% income-upgrade and 4 p.p. on margin.

São Paulo

• I led the audio and video category team, which made 25% of sales at the Eletronic and House Appliances department. I led 2 direct managers and 2 indirect workers, earning R$ 5 billion/ a.p.r.
• I effectively performed into the integration and the synergy which spawned Via Varejo.
• I played a protagonist role at the restructuring of Atacado Ponto Frio, which raised its sales at 15% on margin at 5 p.p.

Uberlândia

I played an effective role in the creation and development of the Eletronic and House Appliance Business Unit, which, currently, makes 25% of the business. I was leader of the audio and video category team, which made 35% of sales at the Eletronic and House Appliance department. I led 2 direct managers and 2 indirect workers, earning R$ 200 million/a.p.r..

Uberlândia

I performed on the development of the eletronic and house appliance category into Rede Empório da Gente and into the marketing department of Rede Smart de Supermercados, which, nowadays, is the 13th retailer in Brazil, having 800 shops (SBVC 2020).

Uberaba, Minas Gerais

Responsible for purchases, sales and customer service at the video rental store.

São Paulo, Brasil

Responsible for the audio and video sector at the Eletronic and House Appliance department of Carrefour Aricanduva store, in São Paulo.

Especialização Em Gestão De Varejo, Varejo

Bacharelado, Economics