Evolog is a Lead Logistics Provider (LLP) specialized in acting as a 4PL by managing and optimizing the delivery operation of our customers. We do so through the principles of transport sharing and load optimization, supply chain digitization, real time operational information, gain sharing, strict security &safety control and other HSE initiatives.Our entire operation is carried out by an extraordinary team with deep operational knowledge of the logistics market, a great network of transportation partners, high level market connections, and leveraged by well-designed processes, and our proprietary cutting-edge technology ecosystem.

Business mentor for companies & instructor in various executive education courses in Logistics

We are a small, agile, pragmatic and highly specialized organization with more than 40 years of accumulated experience in Logistics accumulated while working for the likes of Johnson & Johnson, Kimberly-Clark, TNT Logistics, etc. Our main clients are Bravo Logistics, Heineken, Nissan Cars, AffroRegae (NGO).We are NOT powerpoint consultants but rather take a strong hands-on approach together with our clients rapidly integrating with their teams delivering quick and actionable results.Solideo support its Clients’ in diverse aspects of Logistics ranging from cost optimization & cost reduction initiatives, fulfillment, developing and implementing Last Mile solutions, sourcing and implementing Logistics as a Service – LaaS initiatives, outsourcing projects to 3PLs helping the client to scan / negotiate / contract, among others.We would love to hear from you, and understand your needs, together.

Created in 1999 by the Law 13.456, the State University of Goiás (UEG) brought a new and promising reality in the State´s Higher Education. Organized as a multicampi university.Based in Anapolis, UEG currently has 41 campi, and over 25,000 students and is the result of the process of transformation and incorporation of important higher education institutions such as the Anapolis State University (Uniana), the State College of Physical Education Goiás (Esefego) and other isolated higher education institutions, maintained by the government.The Integrated Management Office (PrGI) – run by the Integrated Management Pro-Chancellor – is the executive body responsible for all UEG´s non-academic aspects ranging from Finance, Purchasing, People Management, Infrastructure, Planning, Accounting as well as providing administrative support to all other areas in regards to operational planning, coordination, execution, control, supervision and evaluation of activities in accordance with the policies, strategies. and objectives set by UEGs´s governing bodies and laws.On January 17th, 2020 the governor of the state of Goias, Your Excellency Dr. Ronaldo Caiado, publicly announced the results of the Administrative Reform simultaneously signing of the Law nº 20,748 (Administrative Reform of the State University of Goiás - UEG) and the Decree nº 9,593 approving the new UEG’s Statute. The approval of those documents is a landmark in UEG’s history and in the state of Goias, marking the conclusion of the most critical phase of the university’s restructuring.

• Development and launch of Madua (e-commerce bookstore) • Responsible for the financial and operational management, and strategic orientation of the business. Focus on optimizing growth and delivering outstanding customer care • Providing management and support to a small team comprising direct and third-party agencies and contractors.

Key Achievements• Designing and implementing strategic initiatives including the “war on distribution complexity” to help increase profitability whilst decreasing business complexity • Achieving over US$2.5 million savings and 3pp increase in CFR whilst also reducing number of drop points by 21% substantially reducing CO2 emissions • Collaborating with procurement and supply chain teams on multi-million cost reduction projects on materials and logistic service provider (LSP) contracts resulting in 7pp reduction in distribution costs• Devising and rolling out new policies, processes and IT tools subsequently recognised as Latin America standard for achieving high levels of S&OP adherence and customer service • Spearheading the design and implementation of an all-inclusive IT tool enabling different simulations, business plan scenario testing, historical cost drivers’ structure and cost-to-serve visibility.Responsibilities • Fully accountable for the distribution and planning (inventory control) Centres of Excellence in Latin American (CoE) with additional responsibility for the wound care planning department• Responsible for supply chain innovation, target setting, trend analysis, supply chain intelligence and performance management across the complex structure in 22 countries involving extensive engagement with key stakeholders

Full-time MBA

Key Achievements• Personally responsible for generating a substantial contract pipeline valued in excess of €50 million • Successfully revitalising multi-million accounts’ portfolio, including Johnson & Johnson, Kimberly-Clark and Campbell’s, by integrating global strategy with local business needs • Co-designing the global FMCG services’ strategy leveraging local resources, and driving long-term growthResponsibilities • Proactively identifying key decision makers at senior executive level, understanding their strategies and business needs and recommending complete business solutions accordingly • Initiating, facilitating and concluding complex negotiations including outsourcing strategy.

Key Achievements• Implementing innovative cost control techniques resulting in an increase in ROS by 40pp• Introducing cutting edge value chain solutions including a bespoke in-house internet solution for Philips Logistics’ tracking, real-time customer feedback and POD management • Devising new budget control process and continuous improvement methodologies via an innovative and pragmatic approach, initiatives which became company standards.Responsibilities • Responsible for managing Philips and General Motors´ business units with full P&L accountability (€25 million)• Coordinating the activities of a cross-functional team of 10 Managers and 250 staff based at multiple locations.

Key Achievements• Increasing regional coverage by 21pp through engagement in joint projects with retailers and driving the family business forward to a 310% revenue increase in three years.Responsibilities • Playing a pivotal role in managing a distribution network for blue-chip clients and actively involved in the establishment and management of the family business.

Key Achievements• Increasing the number of active customers by 42% as a result of reorganising the channel / customer oriented supply chain and working jointly with multiple retailers and wholesalers• Project managing a logistics procurement cost reduction programme, including streamlining supplier base, reviewing contracts and re-defining delivery method, resulting in savings in excess of €2 million per year.Responsibilities • Creating and heading up the Corporate Logistics and Customer Service department for a group of five companies with US$90 million P&L accountability, 25 direct, and 300 indirect reports;• Coordinating deliveries of 200,000+ ton/year across 7 distribution centres, 700 clients and 35 suppliers • Playing a lead role as SAP key decision maker for logistics and sales related processes (OTC and CRM).

Key Achievements• Completing the merger process integrating 185 Sales Representatives, 5 different sales processes and 2 ERP into a streamlined process resulting in savings in excess of €8 million with improved corporate governance • Streamlining corporate information flow with a new business intelligence suite to effectively transform category management analysis.Responsibilities • Managing and effectively redesigning the national sales operation with revenue control of US$800 million and a multi-disciplinary team of 20 people• Restructuring the national sales policy and trade-marketing budget control as well as providing commercial negotiation support to the sales and brand management teams.

Key Achievements• Project managing the implementation of a new distribution centre that increased warehousing and dispatch capacity by 34%.Responsibilities • Overseeing the entire warehousing outbound logistics operation and 3PL management

Key Achievements• Reducing the initial budget by 20% and the final costs by 9% by implementing new purchasing strategy, integrated detailed planning and innovative engineering solutions. Responsibilities • Managing the Equatorial Plant Duplication project valued at US$35 million including leading a team of procurement, engineering, senior management and main contractors with 200+ indirect reports.