Leadership and conduction of strategic projects such as partnerships and fundraising in the market.

Founding partner of the start up operating since 2020 offering subscription for car assistance and other services for vehicles with no insurance coverage (+25 million cars).Achieved the mark of 1,000 subscribers for the first time in Nov/22; expecting to reach BRL 1 M in Annual Recurring Revenue (ARR) by Dec/23; currently operating with BRL 0.5 M in ARR.

Reporting to the Board of Directors, is responsible for the P&L of the entire operation, representing the business at BACEN, SUSEP and other agencies, leading a team of ˜600 professionals in the areas of IT, Commercial, Marketing & CRM; Credit & Collection; Risk & Compliance; Financial; People & Management and Legal.Conducting the turnaround process based on cost review, pricing, credit & collection processes and re-branding, reversing 2 years of operating loss in 2023.Setting up FIDC (Receivables Investment Funds) and managing CD (Certificate of Deposit) distribution for individual investors, providing the operation with funding and cash maintenance.Planning and execution of the company's strategic repositioning, shifting from a Fintech with a broad customer base to an operation focused on StudioZ store customers, reducing size and complexity of the structure.

Reporting to the CEO and the Board of Directors, was responsible for setting up the company's channels area, aiming to account for 35% of EBITDA in 4 years, through partnerships with retailers. Development of a sales force team at no fixed cost (“Sales Representatives” project).Started and implemented key partnerships, including Tok&Stok, UOL, Ri Happy among others.

Was responsible for the P&L of Itaú and Grupo GPA a joint venture (encompassing Extra, Pão de Açucar, Assai, Ponto Frio and Cnova), with a portfolio of 4 million cards, and net earnings totaling BRL 250 M (2016 forecast), with teams exclusively dedicated to the GPA, Ponto Frio / Cnova’s portfolio.Increased GPA portfolio’s results by creating a constant value proposition (with exclusive promotions and discounts for card holders), increasing sales and reducing default.Increased Ponto Frio portfolio’s results by improving management of physical stores distribution.Implemented an operation at Assai (Passaí) combining a Private Label card and an intermediary player between acquirer and store (sub-acquirer).

Was responsible for the P&L of the operation of card distribution and financial products, involving the Itaú-Wal Mart partnership, totaling over 5 million active cards and BRL 150 M in operating results.Was responsible for the P&L of Itaú's institutional and co-branded cards, with a portfolio of 8 million cards and BRL 1 B in operating earnings (2015 forecast), accounting for 35% of the Bank's cards results.Created and launched a competing operation to Elo, (Hiper), later acquired by Mastercard do Brasil as a Joint-venture with Itaú.

Was responsible for the joint venture between Itaú-Unibanco and Magazine Luiza, with a portfolio of BRL 2 B; 3 million customers; BRL 4 B in annual revenues and BRL 800 M in gross revenues, plus 1,300 employees.Led the operation to a turnaround, reverting from a BRL 50 M loss (2008) to a BRL 100 M profit (2010).Increased card sales by more than 100% from 2008 to 2012.Active role in Magazine Luiza IPO, engaging in quarterly results presentations, alongside the CEO and CFO.

Was responsible for the P&L of Unibanco/Fininvest partnerships, as well as large retailers, including Makro, Claro, Leroy Merlin.Managed a portfolio of over 2 million credit cards and Private Label cards, with revenues of +BRL 360 M / year.Turnaround of the operation, reversing from a negative contribution margin (-BRL 10 M) in 2006 to a positive margin of BRL 30 M in 2007.

Was responsible for planning, designing, launching and managing all products in the Bank's Consumer Finance area, including Unicard, Fininvest, Hipercard, Personal Loan and Debit Cards, with a total managed portfolio of more than 10 million cards, and BRL 300 million / year in EBT (earnings before tax).

Acquisition of Private Label customers from the joint Unibanco – CBD operation, resulting in a new portfolio of 800,000 branded cards, and BRL 250 M / year in revenues.Acquisition of the Unibanco portfolio managed by Credicard, resulting in a portfolio of 100,000 active cards and BRL 60 M /year in revenues. Created the market analysis area.

Was selected for the Summer Job Program, competing with students from major U.S. MBA programs.

Renegotiated contracts for 100 gas stations, involving substantial resources.

Created and implemented a pricing model for the period following market deregulation, generating revenue growth in 18 months.

Quality improvement projects, with ISO 9002 certification for the Shell School Station, a pioneer project in Latin America.