Reported to the Human Resources Director and with a team of 15 people (Coordinators, Analysts and Assistants and third parties), was responsible for all HR disciplines in a plant with 1200 employees plus 400 third parties. • Achieved 85 points in organizational climate survey, the best results of all sites in Brazil. The average in Brazil was 76 points.• Changed all HR team and HR culture inside the plant. Increased the satisfaction with HR role to 100%.• Developed and implemented a benchmark strategy about Union Relationship and labor relations.• Created a process with a multifunctional participation and implemented a methodology to change culture into a High-Performance Organization and autonomous teams.• Developed and implemented a training strategy, a Training Center and created and implemented Leadership College and Total Productive Maintenance (TPM) College with a classroom and virtual platform in alignment with the long-term strategy of the business.• Developed all HR tools about strategic planning of people, with excellent results in developing the talents and putting the right people in the right place (talent mapping and retention, performance management, succession plans, training and internship programs, development of leaders and high-performance teams, mentoring and coaching programs, performance and potential assessments.)• Business partner, coach, mentor with all organizations leadersString leadership and management competencies

Reported to the Human Resources Director and with a team of 8 people (Analysts and Assistants), was responsible for Organizational Development, Training & Development, Recruitment & Selection, Compensation, Organizational Climate and Internal Communications, located in Brazil headquarter. Provided support to the local HRs in Brazil and in Costa Rica, and executed activities at the units located in São Carlos (SP).• Developed the methodology and implemented organizational values training at all units, providing support in dissemination activities based on the codes of conduct and ethics for maintaining the work environment.• Designed and implemented the internal communications system, managing visit programs and generating ideas.• Created and implemented the organization’s strategy execution concept, project leader from strategy dissemination to operation, implementing a specific methodology throughout the entire corporation. In 2008, when the project was implemented, the company posted its best operating result.• Developed and applied various customized products utilizing tools such as assessment, team-building, change management, as well as the internal coaching and mentoring program.• Designed and managed the Trainee and Internship programs, as well as the expatriation policy.

Was a HR Generalist in the expansion of agricultural operations, which included contracting and structuring the team to execute the expansion project, having also developed technical-operational training.Managed 8 farms, a US$6.7 million payroll and the contracting process of harvesters, with 2,000 seasonal and 700 fixed employees. Was responsible for Development Organization for the entire company. Headquarter based in São Paulo, Brazil. Managed the Training & Development, Communications, Compensation and Recruitment & Selection areas, responsible for 2 production units, 2 port terminals (Santos and Belgium), 5 offices (3 abroad - United States, Singapore and Germany) and 2 farms. • Restructured and professionalized the contracting process of harvesters, which reduced harvesting costs by US$300 thousand in 2004. • Designed and implemented new people-management philosophies and practices in alignment with the company's new vision.• Restructured the Personnel area (payroll, occupational health, benefits, legal support and union negotiations), which included the execution of audits, substitution of payroll software and outsourcing, reducing costs by US$385,000.• Executed the participative program between company and management, insuring that everyone understood the new management model and buy-in regarding people management practices. After this project, the organizational climate survey obtained a 99% credibility score.• Restructured the compensation area, starting out with the organizational structures, reducing hierarchical levels, redefining the new salary structure that led to a fairer policy and more agile structure. Created and implemented strategic variable compensation in alignment with the Balanced Scorecard and performance.

Was responsible for the infrastructure, training of clients and new employees and the entire logistics of processes, servicing 143 cities in 4 schools. Improved the execution of merchandising activities in the market through client and employee training, maximizing sales.Managed the Bebedouro distribution center and a team of 25 direct and 60 indirect coworkers, as well as a US$ 2.1 million annual budget. In 2000, the Bebedouro Distribution Center posted the best result among all 11 distribution centers, being the only woman to manage a distribution center at Spaipa. Was HR Generalist at the Bebedouro unit.• Acted as Facilitator of the SAP R/3 integrated management system (MM, HR, CO, PM and FI modules). Defined profiles, redefined staff and was responsible for change management, complying with the implementation schedule.• Was responsible for downsizing the distribution center in Bebedouro, transferring all assets to a mega-distribution center in São José do Rio Preto.