• As a consultant, implemented a solution for credit sales, targeted at unbanked clients within four months.• The main differentiator was the use of alternative data sources to define customer credit scores

• Led the implementation of a customer management platform (CRM), 100% online, allowing a client contract a product in minutes, through digital channels, decreasing attention time and improving NPS (18% within 6 months)• We utilized the same platform to sale investment products through AAI (Autonomous Investment Agents), capturing over R$ 1 billion in new investments during the first six months of operation• Worked on the construction of Digital Bank, focusing on the implementation of the traditional credit product and via payroll discount, as well developing the business plan, product roadmap, and growth strategy

Under Digital Transformation corporative project, we identify an opportunity to open banking accounts via ATMs, according to the regulation and technology available at that time. Led this initiative and restructured this business unit:• Approval of an extra investment budget of US$ 4 million (5% of the local budget) with Headquarters at Madrid• Negotiation of a new lease contract with FEMSA (largest pharmacy chain in the country): 220 points of sales• Renewed a lease contract with the 3rd biggest national drugstore chain (Ahumada), increasing BAI in 40%• We archived a 65.8% growth on BAI, increasing revenues from US$ 0,7 MM a US$ 2,1 MM (+ 300%)• Prospection and analysis of startups that could help us with the initiatives that we were managing at that time

Telecom company, leader on retail´s segment in Chile.Responsible for implementing the multichannel strategy in the service and sales areas, seeking to reduce costs, increase revenue and improving the customer experience:• Implementation of multi-channel sales, monetization and retention strategy (Customer Success)• Process review, seeking to improve customer satisfaction (NPS) and reduce customer churn• Implementation of initiatives to reduce calls to contact centers: web channel´s improvement, delivery of preventive information to customers and Customer Education Program, reducing 10% on calls• Redefined the process of implementing massive incident discounts, reducing 45 to 14 days, with a US$ 1 million reduction in costs, reducing risk of been charging from regulator.

American company that provides payroll service and RH’s solutions to companies (B2B).Responsible for regional management: Chile, Argentina, Peru, Uruguay and Colombia• Product and Innovation Management: Implementation of the operation in Colombia and elimination of unprofitable products, increasing financial results by 15% (US$ 150,000).• Commercial and financial analysis of commercial alliances, looking for extra income of US$ 100,000 per year.• Attention, analysis and management of customer demands such as BHP, Tech, Sodexo and Cencosud.

Responsible for electronic payments and online sales of financial products:• Electronic Payments: responsible for the Product and the P&L of the business. This solution allows Santander´s customers pay their regular bills and made online payments thought e-commerce websites. Through digital sales campaigns to bank´s customers and prospecting new corporate clients, we reached a 15% increase in commissions (annually). We processed 1,200,000 monthly payments. Our client portfolio included national and international companies such as Latam (LAN), Telefónica / Movistar, Claro and Enel. Our biggest commercial achievement was convincing retailer Falabella to adopt our solution.• Online Sales: implemented loans, investments online sales, insurance and credit card to Small and Medium business segment, getting US$ 7 millions volume on credit sales.

In charge of sales, service and development of new products on the electronic channels at credit card unit:• Developed the first omnichannel product of Santander Brazil: a loan to pay the amount of credit card invoice. It generated a increase of 20% on total volume credit´s portfolio (US$ 400 million);• Lead the integration of service´s and sale’s models in the merge of Santander and ABN Real, involving 8 million clients;• Implemented digital initiatives that generated a saving of US$ 300,000 (in the first year);• Management of a US$ 60 million budget in order to maintain 600 call center positions and 1,2 million monthly calls.

Expatriated to Chile by the corporate talent training program (Santander Spain)I was responsible for Innovation´s area at Contact Center unit:• Implemented sale of loans through inbound channel, reaching sales of US$ 3 million (monthly). After that, we added sales of insurance and credit cards;• Developed a new automated service model that could attend 15% more customers keeping the same staff;• Investments: responsible to internal negotiations that resulted on a new portfolio’s products offer, increase of number clients´ served (+25%), a higher volume of transactions (+20%) and fee’s income in brokerage (2.000%).• Collection: responsible for the definition and implementation of new collection’s model on electronic channels, decreasing by 20% on total collection’s volume. Based on these results, the same model was implemented in other Latin American countries, like Brazil and Argentina.

• Responsible for the commercial and financial analysis´s of new business in the Consumer Credit Division;• Led the elaboration of a complete Business Plan to open a new line of business focused in low income customers;• Participated in the elaboration of the strategic plan (2007 - 2010) of our business unit, made with McKinsey Consulting;• Organized the first meeting of the consumer credit units in Latin America.

• Fuels Pricing o Fuels Costs o Pricing Strategy o Control volume of sales• Management of Owned Point of Sales o Control of KPIs and results