Management of Indirect Pharma Channel (about 40% of the division's revenue), involving the management of Distributors/Wholesalers, Transfer Order team (focusing on Top Indirect Chains, Associations, and top Independents), Channel Trade Marketing and POS Exection in the Pharma channel.Direct reports: 3 Regional Sales Managers, 2 Account Managers, 3 Sales Executives, 2 Trade Marketing Managers.Indirect reports: 16 Sales Coordinators, 92 Demand Generators, 16 Key Accounts, 60 Promoters, 2 Trade Analysts.- Consistently exceeding business targets (sell-in, sell-out, profitability) in 2021, 2022, and 2023.- Optimization of the channel's investment level, reducing investment by about 20% and directing it towards higher ROI actions, delivering the channel's growth/distribution targets.- Revision of the Go To Market strategy, accelerating the growth of new distribution partners. In 2023, a new regional distributor was the second-largest contributor to the division's growth.- Digitalization of the channel through the implementation of a new B2B tool operated by the transfer order team.- Implementation of the JBP process for Top Indirect Chains and Associations, making Indirect Chains the division's main growth driver over the last 2 years.- Restart of all POS Execution processes after the pandemic, restructuring data collection systems, perfect store program, execution targets and reports.- Creation of an action plan for retention (reducing turnover from 10% to 3%), development and growth of the commercial team.

Management of the Indirect Pharma Channel (about 28% of the division's revenue), focusing on the management of Distributors/Wholesalers, Top Indirect Chains and Associations.Direct reports: 2 Key Account Managers, 3 Sales Executives, and 1 Intern.- Increased internal exposure of the channel, securing higher investment levels and acting as the second largest contributor to the division's growth (e-commerce being the first).- Standardization of the channel's commercial calendar process, strengthening plans with commercial partners and directing actions towards the channel's priority items (Power SKUs).- Revision of the Go to Market strategy, implementing new regional distributors. One new regional distributor significantly increased its revenue, going from R$300k to R$3M per month.

Management and development of Grupo Santa Cruz distributor, the largest customer in the Indirect Pharma channel.Direct reports: 1 Account Executive.- Complete review of the client's JBP process, as well as the annual commercial calendar.- Enhancement of the commercial calendar to drive gains in the numerical distribution of Top SKUs.- Implementation of a dedicated sales team at the distributor, focusing on top chains and associations.

Management and development of international retail accounts with nationwide coverage: Grupo Pão de Açúcar, Carrefour, Dia %, and Walmart.Direct reports: 2 Coordinators.Indirect reports: 6 Sales Executives.• Integration of the business and personnel during the acquisition of the Niely portfolio.• Renegotiation of commercial contracts with 100% of clients to seek improvements in profitability.• Strengthening visibility plans with clients, especially during product launch windows.

Development of L’Oréal brands in the channel (Walmart, Grupo Pão de Açúcar, Carrefour, Dia %, Atacadão, Assai) through trade marketing actions and management of key business indicators.Direct reports: 1 analyst- Plan to improve profitability in the channel, enhancing the P&L of major clients by 20-50 percentage points.- Creation of an operational sales model aimed at optimizing the work performed by the sales team.

Structuring of the Business Intelligence area with a focus on Makeup and Dermocosmetics categories in the Indirect channel.- Leadership in the Maybelline NY Distribution Project in the indirect channel.- Collection of sales and inventory data from top clients, structuring of reports, and analysis.

Winter job at Park City - Utah.