• Built Customer behavior KPIs such as "Customer Effort Score" and abandon rate, with such metrics proving the percentage of users that do not complete customer support requests and a process revamping was required• Revamped customer support journey in B2B platform, standardizing offerings, Ux writing review, mapping of access points,offering forms guidelines and proposals testing

• Constructed intake and prioritization routine for four products, enabling stakeholders from over 15 countries to raise opportunitiesand democratize and scale the backlog process, efficiently unifying product strategy across teams• Formulated the new backlog request process, fostering clear prioritization across business and product teams, ensured 100% adherence to deadlines

•Led a diverse team of 122 individuals in exploring user pain points, spotting business prospects, outlining potential solutions,crafting mockups, conducting tests, and delivering a total of 14 features & 17 improvements in H1 2023• Prioritized one product backlog - BEES Force- to reflect global strategy; ensuring adherence to roadmap launching features such asorder taking and Task Coins, to setting different weights for tasks, building a gamified experience• Managed stakeholders, including 11 AB-inbev business units from Brazil, South Africa, Argentina, and Central America countries,prioritizing alignment, improvements requests, and backlog negotiation• Administrated the NPS survey for 11k users worldwide, resulting in +6.5 p.p to achieve a 55.4 NPS with four countries over 70%(Mexico, Colombia, Equator and Dominican Republic)

Member of Global Sales Frontline team on the Process / Analytics department focus on BEES Force the AB Inbev sales force APPJan 2022 - Jul 2022: Countries expansion and profiles diversificationActivities:1) Multiple Profiles solution development, allowing to differentiate APP user roles 2) Process Evolution, focus on create new routines 3) Sales Manager tool development and implementation-Description: Based on the new global routine we build a process driven Power BI to guide leadership office routines. This tool allowed the leadership to daily plan priorities, self service of data for analyses, follow up national competition and incentives and have same day feedback on teams performance.Current Results (Aug/22): Available in more than 8 countries reaching more than 1.300 unique users.Even though, it was planned for Sales Manager, currently we also support Commercial Managers, National leadership and other support team as trade marketing and analytics.4) BEES Force Merchandiser pilots and process mapping5) Commercial Route creation and Pilot-Description: Senior sales leadership don't have a route to market support and as consequence can't organized point of commerce (POC) base on their commercial opportunity and consequently visit the same POCs and are not efficient.Solution: Live Route building tool base on commercial gaps maximizing visits potential and efficiency

Member of Global Sales Frontline team on the Process department focus on BEES Force the sales force app Nov 2020 -Jul 2021: Before BEES Force launchActivities:1) Implement sales team digital transformation and process adjustments on multiple countries2)Study and Benchmark countries process and routines and unify them on one Global process to guide app development3) Build Frontline Sales Digital Transformation toolkit4) Review Product app concepts, identify improvements and support backlog prioritizationJul 2021-Dec 2022: After BEES Force launch1) APP Implementation hyper-care2)Sales leadership routines evolution, process review and redesign3)Sales leadership visibility tool creation focus on support new routines4) Coach Buzz Concept creation and pilot building-Description: during process leadership process review we identified a Sales Manager Pain point, they only were able to act on critical KPIs once it was already too late and the day was ending.Solution: Using probability we were able to inform at noon the sales team which KPIs they had 90% of certainty to end the day under a threshold if they keep the same behavior. This routine was repeated daily.Results: Immediate reduction of 41% of critical cases against the previous month and 58% against control group in the same period. Also, were measure a raise on Point of Commerce (POC) visit %, quality visits, task completion and Effectiveness. For last, we were able to identify that once the sales team received the message they improve their visit behavior.

•Managed and developed a 16-member sales team, creating market share and sales strategies, handling point of commerce (POC) negotiations and customer service, accomplishing commercial over-performance and 98% team engagement• Co-led a new digital transformation model and B2B pilot, by training the sales team, identifying e-commerce opportunities and platform gaps, reaching 93% of digital buyer and 87% of digital revenue

Sales Supervisor: responsible for commercial performance and customer satisfaction of 800+ Points of Commerce and management of a sales team. Other assignments include identification of market share opportunities, build and implement strategies for this scenarios and sales process implementations.Achievements: •Coordinated the team training, commercial results and sales strategy such as the creation of a "sports club & gated community"focus base leading to a 115% increase in high-end volume• Co-led the implementation and execution of the Ambev Excellence program in the distribution Center (DDC), leading the DDC to win the excellence program competition in 2018

Regional Market intelligence Analyst: Responsible for report creation, Market Share, distribution and performance analyses

Regional Pricing intern: Responsible for report creation, analyses and leadership material building

Financial consultant: focus on Business Models and Economic Viability studiesexperience working with multidisciplinary teams including marketing, process and design 2014/11 - 2016/06Commercial Manager: Responsible for project prospection, negotiation, pricing and customer relations. 2015/02 - 2016/06