Liderei a construção da estratégia e planejamento anual do Canal de Varejo Direto considerando oportunidades identificadas, assim como definição de prioridades junto as áreas relacionadas e multiplicação para o time de Vendas e Trade para o desenvolvimento de planos de ação. Realizei o mapeamento,  definição de Route to Market dos 450 clientes do Varejo Direto em busca de aumento de eficiência e melhoria no atendimento dos clientes, resultando na migração de 10% deles para outro canal de atendimento impactando no aumento de 117% em vendas. Fiz a gestão das 5 Regionais Comercial na revisão da base de clientes, estabelecendo critérios e premissas alinhadas com a estratégia da companhia para segmentação dos clientes a fim de alocação assertiva de investimentos, atendimento e serviço. Gerenciamento e monitoramento das alavancas de JBP – Joint Business Plan junto as áreas relacionadas para acompanhamento da execução nos clientes e identificação de oportunidades de melhorias. Coordenei grandes convenções para supermercadistas (APAS e ABRAS) visando comunicar estratégias das principais categorias e marcas, inovações e conteúdo para desenvolvimento dos clientes.Premiação e reconhecimento de melhor estande, melhor conceito e sustentabilidade da categoria Mega.Atuei nas frentes de relacionamento e negociação junto as associações do segmento, agência de pesquisa de mercado e consultorias.

To elevate my communication skills in foreigner language and professional ones, I took a 2-month immersion course in Canada. There, the corporate environment was simulated though meetings to discuss conflictive cases about HR, Finance, Production, Logistics and Sales & Marketing.The debates not only enhanced my knowledge, but, also strengthened my skills for analysis, creativity, problem solving and conflict management due to different points of views and culture.The limited time for closing each case created a high-pressure situation that pushed us to be keen in managing time and agility for decision making. Every week, I had the opportunity to play the role of the leader of a team with big diversity by coordinating the debates and group presentations about different business topics.For graduation program, I presented an individual project for my mentors and peers where I had to put all the learning I got there into practice.After this course, I decided to experience the Japanese culture. I could feel in person how effective the collaborative work is for the benefit of the society as a whole. Every organization and their methodologies have been resulted in high value products and services for society. I was surprised with attention to the details and care Japanese put in everything they do or make.I experienced the challenge of getting around cities in a country with unreadable (by me) signs and a completely different language, which required me a lot of manage-yourself actions and search for quick solutions.On the way back home, a stop in Europe. I studied Spanish in Madrid and, on top of Spain, I explored France, Italy and Portugal, which allowed me to get in touch with other cultures, widening my vision about the world and people.

Responsible for the planning and development of the sales and marketing 3-year business plan acting with local and overseas stakeholders, including the roll-out for over 150 dealers with individual action plans achieving an increase in the value chain from 98% to 108%.Coordinated of the integration of Sales and After Sales operation for a seamless customer experience which added 13% sales by collaborative activities.Negotiated with the Board of Directors and presidency of the Dealers Association regarding the implementation of network business model which increased the profitability from 3% to 3.9% in one year.Established a comprehensive management indicator framework that uses agile methodology tools for quick decision making towards business opportunity and added value creation.Together with my team developed and conducted training to enhance Field Operations team capabilities to analyze, manage and roll-out the KPI framework across 14 regions in order to shorten action time taking to meet goals and targets.Part of the team implementing the “Best-In-Town” Program which became a global benchmark due to the introduction of regional customization based at-the-site customer voice, contributing to the Brach to achieve #1 position in different market researches, including JDPower.Successfully led the redesign of the dealer network performance program to adhere to the improved and new processes of the new seamless customer experience which increased the Brand loyalty rate from 46% to 59%.Often visited dealers to confirm the suitability of the action plans and their support tools, as well as coordinated visits of Latin America and Japan Executives to dealers.In charge of the whole preparation of the Latin American Regional Seminar in Brazil to share regional best practices.I planned and coordinated the periodical national dealer business meetings which aims to follow-up the results at every 6 months and stimulate dealers to PDCA their operations by benchmarking.

For the launch of new vehicles, I led the After Sales preparation and service introduction, ensuring 100% support to customers from very first day of sales.Worked together with Engineering, Logistics, Warranty, Training, Accessories, Service and Customer Relation teams, as well as Regulations and Legal to mitigate possible legal, technical and regulatory risks by the introduction of the new models.Successfully did all process mapping and review with Head Office in Japan reducing the preparation lead-time by approximately 2 months and contributing to the timely availability of service packages, parts, manuals, labels and accessories to customer.For the introduction of the first hybrid vehicle in Brazil (Prius), I was in charge to prepare special activities related to environmental and governmental entities regarding battery disposal, as well as preparation of the dealers, road concessionaires and fire brigade to properly handle of this new technology in case of accidents.Developed and implemented the action plan to improve the organizational moral index contributing to 6.6pp increase in the After Sales Division.I used to do the analysis and tracking of the KPIs, identifying GAPs and acting together with related areas for countermeasures and periodical report to executives.

In charge of the analysis and qualification of the research database aiming to meet the sampling targets by dealer.Performed the business analysis for the restructuring and managing of the customer satisfaction surveys, as well as proposing improvements to be more in line with the actual market.By working with the largest Brazilian survey company (IBOPE), I could learn deep the techniques of customer survey and do many improvements in their process, with significant efficiency gains.