Helped clients translate their customers' needs into structured strategic plans and projects, improving operation efficiency, customer handling, and product vision.• Led Design Thinking workshops with customers, structuring the customer journey, as a result, implemented customer-centered agile MVPs and designed robust roadmaps for future implementations.• Managed process improvement projects, cutting off operations inefficiencies throughout the end-to-end business cycle and improving working routines.• Held weekly meetings with executives and other stakeholders, delivering reports on projects’ status and insights on business strategy.• Assessed change management before each project implementation, training staff accordingly.

One of the biggest phosphate and potassium producers and fertilizers distribution around the world, having Brazil's revenue around 15bi BRL/y and over 3 million tons. After M&A EC is to become one of the top fertilizer companies in LATAM.Conducted customer-focused business analysis with key stakeholders (customers, sales and operations team, and C-Suite committee) and as a result, developed and led strategic projects and business processes improvements:Customer Portal:• Led the project from scratch by interviewing customers and collaboratively working with sales team;• Used Design Thinking and Agile methodologies to deliver a high-tech tool to customers;• Engaged the team seeking a collaborative and innovative environment between business and IT team.Salesforce for Order To Cash:• Implemented Order Issuance, End-to-end Order Management, C-Level Reports and KPIs;• Led sales scope tests and key-users engagement;• Conducted data sanitation and analysis;• Managed business and sales ops rules;• Project and risk management with IT team and multiple consulting firms involved.Oracle ERP:• Adapted the system guaranteeing its integration with Salesforce CRM and OM;• Validating Order Module’s integrity – Ensuring all the business requirements.Process improvements:• Third Party Sales Representatives management – Organizing SLAs and the end-to-end journey, from hiring to payment;• Customer registration and management – CRM;• Complaints management;• Commercial Roadmap Planning.Additional:• Surveyed B2B and B2C customers, applying NPS and CSAT and developing action and business plan for strategic projects;• Reviewed sales policy after M&As and CCO change;• Constantly training the direct sales team (70+ people) and internal ops team (10+) focused on process updates and change management;• Supported the direct manager with but not limited to structuring the team, recruiting and engaging employees;• Led market analysis to ensure our sales positioning.

Supported the team with general activities such as, maintaining close contact with main suppliers, keeping track of all the imports documents and more:• Supported the Business Intelligence department by conducting quantitative and qualitative market analysis and writing daily and weekly market reports and recommendations for the executive board.• Monitored end-to-end fertilizer imports, maintaining a strong relationship and close communication with main international suppliers, charterers, and customs brokers, accounting on 30+ direct focal points worldwide.• Tracked vessels and documentation management for an average import volume of 2MTons per year.

• Created a digital control for the company’s expenses that used to be controlled with hard files and paperwork.• Developed an automated inventory control, controlling product flow digitally to replace the daily physical inventory check, which gave the company a big performance improvement.