As a seasoned General Manager, and now within the healthcare industry, I lead strategic initiatives and oversee operations for health plans and hospitals, ensuring optimal patient care, financial performance, and regulatory compliance. My responsibilities include executive leadership, budgeting, resource allocation, quality improvement, and stakeholder engagement, driving organizational success and advancing healthcare delivery.

STATO - specialized in Human Capital Consulting, with 3 service lines: Executive Recruitment; Executive Outplacement; Leadership Consulting/Coaching. We are the Brazilian partners of InterSearch Worldwide, Ltd., one of the leading ranking companies of global executive search firms. We are a founding partner of Career Star Group, worldwide organization in career transition, present in over 70 countries.

PrataCorp is a business consulting firm, built on the history, executive expertise and academic background of its owners and partners.Established in 1983 as a financing consulting company, PrataCorp is now back to the Market with a completely new strategy: be a game changer for its clients, addressing their key challenges through a set of specialized services, such as advisory, turnaround, interim management, performance improvement and Strategy.Through an open and clear dialogue, we pursue an effective and positive counseling with our clients, so they can better undertake and execute the major goals of their companies and business.With headquarter in one of the most remarkable business center in São Paulo – Paulista Avenue – PrataCorp is prepared to serve clients all over Brazil, with an experienced team formed by professionals with a huge methodological and consulting contribution, in different specialties and fields of the economy.

CEO and Consultant in strategy and innovation business models.Specialist in making the strategy happen at all levels of the organization, through a methodology, systems and discipline, enabling internal resources, motivating and showing the scenarios and horizons defined by the business.

Consultant in strategy and innovation business models.Specialist in making the strategy happen at all levels of the organization, through a methodology, systems and discipline, enabling internal resources, motivating and showing the scenarios and horizons defined by the business.

- CEO - General Manager of Ipsos Operations Brazil- Chief Operating Officer – COO- Managing Director of OBSERVER Responsible for integration of Synovate into IPSOS after Global Acquisition (R$ 40M company) Responsible for all operations in Brazil with 900 directs employees and others 1.500 freelancers’ interviewers. Managing suppliers in all Brazil territory. Profit Center Business Unit managing with budget of R$20M of direct sales for international projects and R$100M of total revenue Areas who answer directly to COO: Logistic and Planning, Operations, data processing, IT, Human Resources, Purchasing and Legal, Direct Sales of F&T Representative LATAM boards of Global Operations of the company.

- General Manager of OESP MÍDIA – Phone directory advertising with 100M of revenue- General Manager of ELDORADO RADIO – Radio Advertising with 40M of revenue- Council Member and co-founder of SPDL – Logistic Company for newspaper distribution- Council Member of ZAP – combined service of Real State (Globo and Grupo Estado) Responsible for Industrial Production, Distribution & Logistics, Supply Chain, Call Center, IT, Facilities, Human Resources and Sustainability boards, managing a variable budget of R$ 700 million (2009), after a shared services center conception, providing all Group’s units. Directly responsible for the P&L of 2 units (graphic production and logistic distribution), with an early budget of R$ 70 million. Responsible for Financial area during “world financial crises”, after CFO’s left the company. Implementation of “central of cash” where every expense needed to be approved before in this area to ensure budget and results of 2009, important year to payment of banks with a credit closed around the world and advertising incomes decreasing. Leadership in integration of cultural changes after shareholders left the company. 7 companies, 7 different cultures, processes, programs, policies, etc. Review of the strategic model of Grupo Estado, changing from the single product view to the branding concept and leading the company to new markets and customers. Consolidation of all call center operations in an integrated sales and customer care unit and, triggering business processes and reducing costs (saving R$ 8 million).

- Responsible for all non-Telecom businesses, managing directly sales and operations of 3 branches in São Paulo, Rio de Janeiro and Brasília with revenues of R$ 50M.- co-Led acquisition and integration of CBCC – second player in the market to consolidate both Operations around 7 different states in Brazil. R$ 60M of incremental revenues.- Hired as Human Resources Director

Responsible for HR and administrative Services.

Started at Telêmaco Borba, the biggest producer of paper in Brazil.Moved to Santa Catarina to manage as HR and Administrative the business unit of packages and envelopes, with 4 production plants.Moved to a paperboard division after Igaras acquistion to integrate all 12 units of production.Managed directly the industrial plants of Recife, Betim and São Leopoldo.

RH Manager for all operations business and specialized and exclusive workforce.