I manage Leadership Development Programs, monitoring the progress of implemented actions and measuring the quality of services provided.Facilitate discussions to design proposals for new clients and new projects for existing clients.I am a member of the global best practices team at TPC, which includes more than 18 countries and project managers around the world.Ensure alignment of global projects among various countries and TPC associates.Management of financial controls and project performance.

Leadership Training and Development | Personal and Team Coaching | Wellness | Mentoring | ConsultingI design leadership development trainings and programs within organizations to promote collaborative and diverse thinking, protagonism, and ways to enhance well-being in the workplace.I support leadership in thinking about sustainable productivity, valuing their team's strengths, listening with awareness to make sustainable and healthy growth for teams and organizations.

I believe that self-knowledge is the main tool for self-improvement, and this pursuit of self-development reflects in relationships with the community and the environment.I was the founder and administrator of Sagrado Ser, a space for health, well-being, and human development in São Paulo, Brazil from 2015 to 2020, when we ended our in-person activities.Among the functions performed, I highlight:Event Conductor, Training, Experiences, and Lectures.Mediator of panels, discussions, and debates in the areas of self-care and well-being.I have been a student and practitioner of techniques for personal improvement since 2003.Creator and conductor of programs and methodologies for personal well-being, 'Medita Mundi', 'AyurYoga', 'Reconnection with Femininity', and 'Woman in Harmony'.Meditation facilitator with training in Mindfulness and Yoga.Yoga teacher with training in Hatha Yoga, Vinyasa Flow, Restorative Yoga, Yoga Dance, and concepts of well-being from Ayurveda, traditional Indian medicine.

- In corporate PMO, I led the implementation of KPIs, systems, and monitoring and management rituals, with monthly reporting to the board in Brazil and the teams in the US.- I directly participated in auditing strategic projects and mentored leaders for results. I worked to "unblock" projects by bringing up issues for resolution. - I atended weekly alignment meetings with leadership, to report and seek synergies between areas to solve problems, and progress the company's strategic projects.- My team produced the report for Brazil and the US teams.

I led the processes transformation in the stores with the Workforce Management system through the HRs store operations.The results included a reduction in overtime hours, lunch breaks of less than 1 hour, and other KPIs that had a significant impact on store results.

Responsible for managing the clients of the shared services center, which had about 500 employees and provided payroll, tax, treasury, and accounting services to Walmart Brazil and its suppliers.Main responsibilities:- PMO for projects external to SSC and responsible for internal improvement projects;- Responsible for KPI's and SLAs for internal clients and suppliers;- Focal point for the global SSC area for exchanges of best practices;- Leader of the 2 call centers that served SSC clients.- Active participant in the "SOMAR", group of best practices in SSC formed by companies with operations in Brazil that establishes monthly meetings for practice exchange.- Responsible for implementing SSC governance

I led the structuring and implementation of the Lean Six Sigma belt training program that included training, mentoring, and certification. Results: Over 100 employees trained and R$ 35 million in process in gains for the company.Management of the Innovation program in partnership with Fundação Dom Cabral and Fundação Getúlio Vargas aimed at the company's directors. Results: Methodological contribution that included Design for Six Sigma and Innovation methods, training and specialization of the Innovation team, and 27 projects mentoring that generated over R$ 40 million in gains.Customization of Lean, Six Sigma, and Innovation methods for the reality of store and distribution center operations, which included planning, training, and execution of a new program called "Innovation in Action" focused on environmental sustainability. Results: In first year of the program implementation = 132 units went through the program, over 500 employees involved, 1500 ideas generated and over 500 implemented, and 17 million kWh saved.Implementation of a store management program that evaluates and monitored the store standards though a cell phone app, carried out by district directors and store leaders. Result: Implementation of an online system that provides store evaluation results by cycles, and allows non-standard points to be addressed more quickly and effectively. Four evaluation cycles carried out with significant improvement in indicators.

I led, together with the Vivo process director, the consultancy for process mapping and optimization using BPM (Business Process Management) and Six Sigma methodologies in the Customer Care Department of Vivo S/A.I was the manager of the Six Sigma program at Atento Brasil, which included:- Selection of Belt candidates- Training and certification of Green and Black Belts- Project monitoring and mentoring- Validation and reporting of results- Control of goals and implementation of DMAIC phases focused on high performance, operational profitability, and customer satisfaction.Exchange of best practices with teams from Spain and Latin America in quality initiatives within the Atento group.Maintenance of ISO 9001:2000 certification at Atento Brasil.

I managed a public project for the sewage network construction in the beaches of Barra do Sahy and Baleia in the north coast of São Paulo.- Financial control of the project and ROI (return on investment).- Creation and implementation of the project communication strategy.- Coordination of call center and field teams.

As Logistics Account Management:- I Manage the relationship between Multibrás' logistics operations and "key account" customers.- Quick and effective resolution of operations problems.- Knowledge/understanding of the customer's service structure and segment for implementation of improvement projects in the account's service.- Implementation of electronic integration projects (EDI), JIT - Just in Time, and automatic replenishment at the account's clients.As Project Analyst:I did the process mapping of the logistics service operation, which included:- Receipt of sales orders- Inventory allocation- Load optimization- Routing- Scheduling- Account Management- Logistics Call CenterAs Logistics Analyst:- I was responsible for the optimization of loading, routing, and scheduling for the largest volume customer of the company.- I improve the relationship with customers and carriers.- I was responsible for the negotiation of load scheduling during critical seasonal periods.

Participation in consultancy projects:Implementation of a web call center for an e-commerce client, specifically involved in designing the operation's IVR and call scripts.Business viability project, a turn-key project - Participated in the process of gathering information and documenting the definitions.Resident in the implementation of the marketing department for a client.Internal restructuring of the company's call center, which included:- Restructuring of performance indicators;- Specification of the call cente systemsr;- Participation in the parameterization of the call center software;- Mapping and optimization of internal processes.- Incentive endomarketing, which aimed to work on the employees motivativon.- Creation, implementation, and sending of email marketing campaigns.