Patricia Monteiro Email and Phone Number

Responsável pela Operação total da marca no Brasil.

: Responsible for Restaurant Concept Creation and full Strategic Planning;- Positive result in the second month of operation;- Gross Sales double digit growth and margin in 6 p.p up to 7 months;- No turn over from operation team and full engagement to the brand purpose;- Brand sold to RELF group: Dark Kitchen and Innovation _ Mix business between channels: DTD + DELIVERY + MARKET PLACE, on going;- Brand introduced 100% in the digital environment with focus on generating awareness.

: Responsible for 10 brands in the derma medicine category, which represented 70% of thenet revenue of the entire Ache Derma Business Unit. Responsible for 5 year pipeline planningwith innovation for full Derma business.- Direct leadership of six marketing professionals, including 2 product managers.- Direct report to the Business Unit Director.- Indirect leadership of a dermocosmetics team building the Ache Derma brand.MAIN RESULTS: Strategy and execution in the Hair category, which became the Company's10th product in value in 1 year. Leadership in share value and share of Medical Prescriptionin the 4 month post launch. Boosting the category by + 88% in value through a proposal foradditional use. Strategic Plan defended for 2017, 2018 and 2019 for 10 brands and 8launches. Insight and Leadership of the Business Case to enter a new market, approved bythe Board. Digital Innovation, first direct Studio of an International Congress with real time transmission to Brazil "Estudio Ache Derma". Digital perfomance increase with attraction focus : Bounce Rate from 80% to 60% in 1 year and relevant SEO increase.

: Responsible for Flanax and Aspirina brands in Brazil- Flanax brand repositioning with a new campaign in a new Insight.- Digital investment new proposal approved with a greater weight of 20%, before 5%. ON +OFF campaign with an investment of 50% of the total BU in the brand, developed with global team alignment.- Activation and Trade plan leadership with clear KPIs for the evolution of distribution in the indirect channel and visibility increase in the direct channel.- Management of 4 Marketing professionals, reaching one promotion to a Product Manager position.MAIN RESULTS: In the first year of Flanax, share growth of 3.3 pp and + 23 pp. weighted distribution. In the second year, + 6 pp. in the total margin. 4th place in Market Share at theanalgesics category in Brazil, coming from 8th place.- Media strategy with strong movement: from Globo channel investment to a strong partnership opportunity at Rede Record channel.- Digital KPIs under construction and evolution, focus on attraction and conversion. Successful remarketing campaign, important improvement of CAC and LTV.- Active participation in brand purchase analysis projects for other partner categories and for the analgesics portfolio. EX: Coppertone Acquisition

: Commercially responsible for 8 Givaudan Brazil customers in the fine fragrances divisionteam. Main challenges: 1) increase sales by 20% with maintenance ofmargin at 80%; 2) develop new projects in focus brands(Natura Tododia); 3) Daily service to each client following all interfaceswith Givaudan team.- Direct leadership on commercial professionals and indirect on the areas ofLocal and Global Marketing, Evaluation and Perfumers, reporting directly tothe Fine Fragrances Business Unit Director.MAIN RESULTS: Revenue increase of 34%, participation maintenance in the "core listing" of the mainclient in the two years, gain in 40% of the competed projects and creation + execution of a project in the corporal category (Tododia brand) that earned $ 1M US $ in business in Fine Fragrances per year.

: Responsible for managing the hair category of the Garnier brand. Responsible forFructis repositioning brand: market research, pricing, new communication strategy and portfolio / packaging review.- Direct leadership over 7 marketing professionals, being 01 Jr. product manager and reporting directly to the Marketing Director Garnier.MAIN RESULTS - Sales increase by + 25% due to packaging review, launches adjustement and new media planning. Greater investment in the digital channel, segmentation by look a like to search for hot leads, 5% growth in sales through the channel. Significant improvement in the brand's total ROI.

: Responsible for Solar Expertise brand being launched at Brazilian market since 3 years (2006) and with a negative result by all this period. Challenge to achieve 'breakeven' in the first management year.- Direct leadership on 3 marketing professionals and direct report to L´Oréal Paris Marketing Director.MAIN RESULTS: In its fourth year, the brand reached 3rd place in retail, coming from 5thposition. In this period, the brand's growth in value was + 32%, the highest among all existing brands in retail. Profitability improvement over 4p.p and product innovation (anti-thefttechnology) were also great achievements. Readjustment of media investment plus a robust base construction plan were crucial factors for the brand's break even. Brand Ambassorchange specially for the digital channel was key. Improvement of digital KPIs with a focus on conversion and retention.

Sunsilk Brand.

Wine and Sparkling Wine group.

Commercial Challenge.