Responsible for manage soft drink portfolio, considering brand calendar integration, initiatives definition, investments priorization and KPIs management, as well as ensure the right implementation of brand strategies in the territory in order to amplify efforts and investments, and guarantee the “territory” representativeness in national plans.Main Achievements:- Flavors Turnaround – After 4 years of consecutive retraction in Flavors, I led the development of an integrated 360° plan with a strategy to make the territory grow again. After 6 months, incredible results started to show: Volume, Revenue and Trasactions with 2 digits marks growth vs. previous year, as well as brand indicators.- Regional particularities inspiring national plans – consumers and territory peculiarities were extremely represented in national plans, with 2021 Strategic Plan being considered “the best ever” by the local Bottler.

Responsible for leading Marketing initiatives for Coca-Cola No Sugar that would ensure its strategy of being the “new normal” and generate learning to improve brand's future plans.Main Achievements:- Shift of Coca-Cola No Sugar negative trend, delivering strong growth in Revenue, Transactions and Volume in the 1st quarter of 2019, all with 2 digits marks growth vs. previous year.- Brazilian team recognized as Global Benchmark in Communications.- Stablishment of the guides to Influencers Plan – making this an important part of our plans to normalize Coca-Cola No Sugar consumption.

Responsible for redefining assets management and priorities, manage and integrate Licensing program as an extended discipline for Brazil, support restructure Brand Experience as an integrated área. Main Achievements:- Re-connection with global community and greater relevance to Brazil – being part of its main discussions, running pilots, sharing knowledge about learnings, processes and assets.- Pipeline stablishment – defined boundaries to what we would call Assets and stablished the main priorities to the coming years, aligned with Brands Business Plans.- Strategic planing for Licensing program, making it na effective contributor to Brands and Brazilian unit.

Responsible for managing Coca-Cola brand, working on several product innovation projects, communication campaigns and developing “Mom’s Chapter” in the Brand Business Plan. Main Achievements:- In-depth study about moments of consumer’s life and their motivations for drinking the different kinds of beverages, which insights served as basis for the strategic plans os all soft drink teams. - Strategic planning with a focus on "moms", with a deeper look at how consumption at home happens. This material established the long-term strategy for the brand.- Leadership of the brand's first continuous communication platform that worked to generate consumer desire through Merchans and product positioning on TV attractions.

Responsible for leading and supporting disruptive projects in new categories. Main Achievements:- Support to the company’s visionary projects, such as Coffee, Soy, Value Added Dairy and others, developing the Business Plan and making assessments to understand the new categories potential.- Development of new categories strategic positioning to internal leadership evaluation.- Negotiation with suppliers and industrial tests execution together with R&D team to understand the ingredients performance and evaluate products for launch.

Responsible for launching new non-carbonated products (nectars, juices, soft drinks, energy drinks and others). Main achievements:- Leão Innovation Process - defined Leão's “ways of working”, connected to Coca-Cola Brazil's internal processes, ensuring the right focus at all times and reducing the team's workload.- Multiple teams working together - led Leão's internal teams to work in a collaborative and synchronized way, aiming to have agility and the best solutions for each project.- More than 30 products launched - projects planned with a focus on scope, cost and time. Connected and aligned with the brand teams at Coca-Cola Brazil.

IT Project Leader, responsible for leading programmers teams and managing projects through the PMI methodology, as well as monitoring project indicators and leading presentations at strategic meetings. Leadership of 10 direct employees. Reporting to the Senior IT Manager.

Acting as a Intern in Logistic and Distribution - working with integrated projects in Key Accounts to monitoring the logistic indicators; Conducting trainings to the System Producers in the necessary tools to manage the Key Accounts orders; Acting as a manager and also as a support in the development of the Integrated Supply Chain Management System.