- Implementei o Serviço de Atendimento Steck (estrutura, processos, sistemas, KPIs, equipe, CRM);- Responsável (P.O) na implementação do CRM (omnichannel) para Customer Care Center;- Responsável (P.O) pela Transformação Digital do Customer Care;- Implementei e liderei o Comitê de Experiência do Cliente – CX; - Integrante do Comitê de Inovação: Sub-comitê de Marca;- Responsável pelo desenvolvimento da jornada via BOT;- Gestão de relacionamento multiplataforma: Voz, Email, Chat, Whatsapp, Redes Sociais e Site;- Responsável pelo atendimento pós venda (B2B e B2C) e assistência técnica;- Líder de Projetos: Comitê de Customer Experience, SGQ (Soft Expert) e Devoluções (lean six sigma – Green Belt);- Responsável pela gestão da carteira de clientes (Sales Order Manager), 50MM/ mês;- Responsável por auditoria interna e externa (Auditor ISO-9001:2015);- Responsável pelo processo de unificação de auditoria ISO 9001:2015 (4 sites)

- Responsável por todo planejamento e gestão de sucesso e engajamento de clientes;- Estruturação do fluxo de processos da Zettle Brasil e onboard de novos clientes;- Gestão de equipe com 25 colaboradores, avaliação de desempenho e administração de conflitos;- Implementação de estratégias para alavancagem de vendas e excelência comercial;- Gestão de retenção, manutenção de carteiras e suporte à base de clientes;- Acompanhamento de métricas de nível de serviço e retenção de clientes;- Construção de toda intranet, implementação do Salesforce e desenvolvimento de URA/IVR;- Desenvolvimento de squad de treinamento para todos os funcionários;- Elaboração de todo material tutorial, implementação de chat, gestão de fone, whatsapp, e-mail e mídias sociais; - Redução do tempo de resposta de e-mail (18h para 7h) e redes sociais (15h para 5h);- Melhoria do índice de reputação do Reclame Aqui (de 6,5% para 8,9%) e Nível de Serviços de 82% para 93%;- Aumento nos indicadores de customer satisfaction (CSAT) e first call resolution (FCR), ambas 20%;- Redução do Contact Rate (CR), de 1/25 para 1/32 clientes.

• Responsible for América Móvil account, managing P&L and designing, implementing and managing tools, operational standards, processes and procedures, metrics reporting and data and trend analysis, as well as budgeting, project management and other operational initiatives.• Continuously monitor and improve infrastructure (processes, metrics, and tools) and workforce utilization to enhance the customer experience by implementing best practices and operational standards• Managed a contract with R$15MM/ year in revenues (55% Acticall's revenues);• Managed 400 agents, 20 supervisors, 2 managers and headed multidisciplinary teams: Quality Assurance, Training, Planning and Database Marketing. Interaction with matrix organization, influencing process improvements and ensuring account profitability.

• Responsible for managing the full P&L Santander Credit Cards account: a R$36MM/year contract in revenues and a team with 600 salespeople, 30 supervisors and 3 managers as direct reports• Strong interaction with cross-functional teams such as Quality Assurance, Training, Planning and DBM• Increased salesperson working day productivity by 15% and company’s margins by 25% (2014/2015)• Developed and deployed the first digital sales project for Atento (R$ 300K revenue/month and 70% margin)• Reduced telecom costs by 20% and increased the penetration of insurance per card from 45% to 60%• Reestablished and leveraged the customer-client relationship; as a result, Atento was ranked as Santander’s best supplier partner.

• Travelled to more than 30 countries around the world - BRIC included - in order to deep dive into new cultures and markets, improve other languages proficiency, build human capital and deeply develop personal talents and potentials; worked as a volunteer in China, India, and East Timor.

- Head de Cluster Interior do Brasil, gerenciando mais de 60 cidades em todo o país;- Responsável pela gestão de negócios em canal de inside sales e planejamento de trade marketing;- Administração de orçamento comercial para canais e clusters (Brasil Heartland, Canais Remotos e Regional RJ);- Gestão de metas quantitativas (TV paga, Internet banda larga e linha telefônica); - Acompanhamento de objetivos orçamentários (custo unitário de vendas, mix de vendas e mix de canais);- Controle de metas em qualidade (níveis de serviço, conversões de vendas, visitas por domicílio);- Gestão de contratos com Agentes Autorizados e Contact Centers (Contax, ACS, CSU, Motiva e Telemática);- Representação de aproximadamente 350 posições de vendas e 50 parceiros de negócios;- Gestão estratégica dos Canais Remotos (3,4 MM de ligações/ano, com 400 mil contatos de vendas/ano); - Redução de ligações improdutivas (25%), custo unitário de venda (12%) e aumento de níveis de conversão em 40%;- Desenvolvimento de campanhas de vendas, convenções anuais, trade marketing para canais de vendas;- Implantação de projetos chave de Segmentação de Prospectos, Integração de Infraestrutura (URA) dos parceiros;- Implementação de Projeto de Segmentação de Vendas/RJ (divisão de 10 áreas comerciais); - Reestruturação Operacional do canal Internet e Agentes Autorizados (redução de 40% no custo do canal Intranet);- Aumento do volume de vendas do Canal Inbound RJ em 20%, equivalente a 45% do mix regional.

• Spearheaded the national integration processes and projects for the SMES Channel, monitored channel key performance indicators and strongly interacted with all regional offices and other departments (Logistics, Support, Marketing, Human Resources, Legal and Customer Care)• Fully headed the SMES Customer Segmentation project, improving significantly the main KPIs (contact rate, response time and churn)• Headed and developed RJ/ES commercial team - about 60 Authorized Agents, 10 Sales Executives and 04 Analysts, Telesales channel (around 40 direct salespeople and 02 supervisors) and also the sales support team (back office and activation)• Managed commercial and contractual contracts for both Authorized Agents (Tim Business Partner) and Contact Center supplier (ACS)• Deployed the SMES Tele-Scheduling Project, increasing the number of visits/ agent, sales volume and reducing the operational costs of business partners• Deployed the Commercial Help Desk (HDC): a dedicated channel responsible for activating SIM cards for all retail chains in Brazil• Achieved a 15% increase of Active Local Channel Sales.

• Involved in the company start-up in Brazilian market• Headed the primary sales channel, accounting for 60% of company’s total sales• Managed and developed teams with approx. 200 salespeople, 10 supervisors, 5 assistants, 1 analyst;• Key performance indicators management to keep track of sales health (Sales Conversions, Volume, Service Time, Service Level, Call Abandonment, Waiting Time) • Structured and implemented functional specifications for customer service and sales support process and system; also, fully responsible to implement and measure sales motivational campaigns• Developed and deployed payment modalities (CITEF), increasing the sales volume • Designed and implemented telesales outsourcing process and headed the merge of Rio de Janeiro and São Paulo Sales Centers, reducing operational costs around 40%.

• Strong involvement in Banco Alfa de Investimentos start-up• Responsible for managing a middle market customer portfolio over R$ 500M of potential investments• Managed and developed a 20 telemarketers salespeople team and responsible for training new trainees together with HR department• Hit the annual acquisition target (new customers and invested volume) and exceeded all monthly quantitative and qualitative targets• Due to high performance, was invited, over more than 50 candidates in Rio de Janeiro, to be part of the 1st Class of Product Managers of Banco Real de Investimentos.