Reporting to the Owner, I am responsible for all structural and operations aspects of two projects. Onewithin DNIT, government structure charged with the implementation of the Brazilian transport strategy,and another within Infra SA, government structure charged with developing all multi-mode integrationsstudies.Responsible for all client facing interactions and leading a team of +80 professionals in both projects.

Helping structure the sales and marketing departments: structuring processes, MQL generation, marketing, and sales funnels, and quarterly planning.

- Reporting to the CRO, I am responsible for all structural and operations aspects of the growth team. - I am structuring the sales knowledge base providing key and timely information. - Responsible for managing our current CRM (HubSpot) looking at all deals, contacts and companies’ information, maintaining our workflow set active and functional and maintaining data hygiene. - I am developing account development frameworks and structing quarterly business reviews with our sales and client partners team to increase up-sell and cross-sell. - Responsible for developing and maintaining all information dashboards for our C-Level KPIs reporting

Reporting to the CRO I'm responsible for all the sales cycle, from acquisition, to onboarding and engagement of clients in the platform. Build the new acquisition strategy, focusing on three different value proposition models for our clients, while managing and fine-tuning our client experience to reduce churn. I am managing a team of 40 incredible people.

Helping structure the go-to-market strategy and sales processes. Validate product market fit. Define the company's target audience and help build the SaaS product!

Helping structure the sales department. Mapping costumer journey and validating product market fit.

- Reporting to the COO, I'm responsible for the sales team, entrepreneur journey team and customer service at Favo. From onboarding, community, communication, training, active base management (Farming and Inside Sales), incentives & customer service in all channels.- Managing a team of 200+ professionals with 8 direct reports.

- Acted as Regional Manager in the North, Midwest, Minas Gerais, and Espírito Santo. - Responsible for all acquisition and post-sales activities in the restaurant segment of Rappi. Main KPIs: GMV (organic and inorganic), New Users, Conversion, Churn (partners and users), AOV, Negotiated Markdown, Onboarding Metrics, F30D Sales and whole Sales Funnel. Built the high performing team responsible for the implementation of a new global strategy in acquisitions that scaled the volume of new deals in more than 300% in the region.- Managed a team of 34 professionals with 4 middle managers (sales and customer success).

- Context: started as the regional partner responsible for the B2B in the Midwest of Brazil. Upon further analysis of the different opportunities, I created the Government structure from the bottom up. I built the go to market strategy, prioritized the lead list, conducted all negotiations, and lead all new launches in each client. By the end of the first year, the new line of business was responsible for 12% of the internal market share and for 23% of new contracts in 2019. An amazing result achieved with great resilience, focus and mainly integrity to assure the highest standards in business strategy and compliance for Gympass.- Voted by my peers as the most righteous executive and diversity advocate in 2019.Cases:Petrobras: Led the deal from start to finish, engaging with all areas of Gympass (legal, marketing, client success, operations, etc) and facing internal challenges to prove deal's importance. This deal ended being the corner stone of the government sector and proved that the B2G segment could perform better than the standard deals (FTV and Client Engagement).Autogestões: Managed to develop and implement a product fit for the "autogestões" health segment in Brazil. A great achievement that in the long term proved the business of Gympass to be a true ally against the increasing health costs.

Responsible for the operation in Brasília, Cuiabá and Campo Grande. Managed a team of 11 direct and indirect reports. Oversaw all operations areas such as marketing, legal, compliance, customer service and others.

Projects:Operations project in a major public infrastructure player. Responsible for the team that developed and implemented all corporate governance agendas. Managed a team of 5 direct reports. Focused mainly in corporate risk management, which was mapped, treated and monitored in both the headquarters and all 23 federal states subsidiaries.

Projects:Operations project in a major public infrastructure player. Responsible for developing and implementing all strategic management KPIs, control processes and management dashboards for the General and Executive boards. Responsible for 2 of 5 main projects monthly reports.

Projects:Operations project in a major public infrastructure player.Responsible for mapping and improving all procurement processes. Developed and implemented the area’s main KPIs and control Dashboards.

Projects:- Secretariat of the Ports of the Presidency. Modernization of port management. I participated in the team allocated in the port of Rio de Janeiro and Belém. Participated in the team responsible for the modernization of both ports IT processes. In addition was front line in with all the clients headquarters interactions in Brasília.

Projects:- Secretariat of the Ports of the Presidency. Modernization of port management. I participated in the team allocated in the port of Rio de Janeiro and Belém. Participated in the team responsible for the modernization of both ports IT processes.- Secretariat of Planning and Management of the State of Goiás (SEGPLAN-GO). Participated in the technical, economical and environmental feasibility study of a multimodal transportation platform.

Projetcs:- Administration Secretary of the State of Bahia (SAEB) – Brazil. Participated in the development of a resizing and redistribution study of the military police force. Was in charge of one of three study fronts.

Development of sales reports, research on the efficient use of human resources, development of managerial tools based on MS Excel and focal point for the centro-oeste in dealing with new cel lines activations problems.

Responsible for developing sales reports, created a database with information of the authorized dealers business and aided in supervising the call center.