Managing 3 departments (Logistics, Onboarding, and Retention) with ~80 people to achieve key business goals.• Managing USD Millions in POS Assets.• Leading POS sourcing and negotiation with Chinese vendors, significatnly reducing CAPEX costs.• Executing market analysis nad building intelligence to launch new products.• Implemented and currently managing the customer onboarding and pricing process that onboards thousands of customers per month.• Created retention campaings and built a calling outbound structure with 12 agents to reduce churn.• Deisgned and implemented distribution, inventory and repair process for POS devices, effectively improving the company's asset allocation.FairMoney is the #1 fintech for consumer lending in Africa and one of the fastest-growing companies in the POS industry.

Responsible for the logistic operation in Brazil, through the management of multiple third-party operators.The main achievements consist in significative increase in the level of service, along with reduction of cost in the operation of POS, pre-paid credit card and coil, by:• Using SQL analysis and indicators monitoring to optimize the average delivery time by 30% YoY in 2022. • Generating a reduction of 34% in cost per delivery between Jan/22 and Dec/22, by negotiating with providers.• Coordinating and designing the operation of the new Stone credit card along with the banking team, which was launched in Feb/2023 and it’s be a core step to the company credit strategy for the next years.

Responsible for the management of fleet and safety of 1.000 people in 2021.• Generated a reduction of 23% in vehicle rental costs by optimizing vehicle idleness.• Improved processes that led to an increase in Service-Level-Agreement by +21 p.p., achieving 99% in 1H21.• Formed and led directly over 30 safety specialists in the operation.• Managed approximately 1.100 vehicles, including cars, motorcycles, vans and trucks utilized by the own last mile and the sales team of Stone.

Joined Stone in 2017, one year before the company launched its IPO on Nasdaq. • Implemented the operations of the fleet and safety for the Stone Couriers (Called “Green Angels”). This project was fundamental for the scale of the own last mile operation, which grew from 30 to 1,000 couriers between 2017 and 2022.• Generated a reduction of 70% in the accident rate, along with 50% of reduction in infractions YoY in 2018.

Negotiation and public speaker instructor by Comunique (Specialized training team in these matters).Taught oratory and negotiation classes for undergratuated students through the Comunique project, whose main objective was to train students in these skills, so that they could apply them in academic and professional environments.

Responsible for monitoring the production indicators of a large condominium composed by 300 houses, whose construction process used was concrete walls (a new method in Brazil). Lean construction methods were applied to optimize the process and increase productivity.

Responsible for leading VIA Jr., UFTM's junior civil engineering company (~30 people).Main achievements:- Make the VIA Jr. the first EJ from Uberaba to become federated by FEJEMG/Brasil Junior.- 100% increase in revenue between 2015 and 2016, through projects aimed at the civil engineering area.- Outstanding participation in FEJEMG's “Novos Juniores” program.Main challenges:- Definition of strategic planning.- Coordination and monitoring of the work performed by the team.- Participation in regional, state and national events as a representative of VIA.

Responsible for controlling the financial flow of the EJ and its regularization in the notary.Main Achievements:- Creation of control of the company's cash flow;- Regulation and registration of the company in the registry office and in the Sicoob bank;- Realization of the first financial planning.Main challenges:- Cash flow control;- Preparation and monitoring of financial planning;- Implementation and monitoring of the team's KPI's;- Preparation of service provision contracts.