Sales & Operations of travel agency specialized in wine tourism

B2C, B2B & B2B2C sales, commercial planning and business development consultant.

21 people team leadership, with channel executives, SDR and commercial support analysts. Reporting to the Commercial Director. Partner network management with 90 cia., responsible for 25% of new sales.- Delivered 15% growth in sales and +11% partner activation (S2 vs. S1/23).- Implementation of the new business model, segmenting the partner base to optimize service and improve the geographic coverage of executives for 2024.- Development of a project to recover new partners, recovering their trust and identifying the most adherent profile to prioritize their development. Results: 30% increase in sales and 25% reduction in partners, optimizing this network.- Reformulation of the customer referral program (MGM) and design of the launch plan in Apr/24.- Deploy a sales model in customer support, becoming a lead generation channel for the company, being responsible for 17% of the sales of the Education product in Mar/24.

Developed GTM strategies, incentive, princing & sales intelligence. Leading a 6 persons team and report to the Growth VP & Un Directors of RCM & ERP/BMS. Leading 2022 new sales plan, contributing on 19% of sales growth on YoY (2022).Led "BeeCare", Bionexo revenue cycle management solution, commercial integration & 2022-23 go to market strategy. Results: achieved 105% of NARR budget (ytd nov/22).Sales advisor for "Clinica nas Nuvens" solution, Bionexo clinic management system, supporting the growth team develop & deploy a sales plan to recover budget gap of H1 in H2/22. Results: achieved 102% of budget (ytd nov/22).

Responsable for Onboarding, Customer Care, Corporate Support and Sales Force in Latam region leading a 112 persons team and managing a R$16MM budget/year. Report to the Tech & Product VP.Results: deploy an organization review & delivered 2021 budget goals of quality (FCR & CSAT), productivity (SLA & volume/HC) and costs ($ and % of revenue).

Developed Client Success strategy, looking forward to increase customer engagement and retention. Report to the CCO, lead a 4 persons team that supported Brazil customer services operations with a total of 90 HC team.Deployed KPI´s and dashboards that helped manage the customer journey, from onboarding to retention. Lead NPS and CSAT surveys process, client segmentation, health score & deploy a Customer Success management system (SenseData) & a new survey system (Binds).Results: 94% of Churn/ARR budget achievement & 114% of Total Purchased Value on 2020.

Leadership of sales, product and delivery teams of SAGE software training & IOB Education with R$21MM revenue in the FY2018 and a team of 60 persons. Report to the Small Business VP and Services VP.- Deployed a new IOB education SAAS plataform and surpassed 190% of sales budget on FY19.- Turnaround of EBIT margin from a -2% on 2017 to 17% on 2018 and surpass 104% sales budget at IOB Education & 180% at SAGE on FY18.- Leadership of CX project, deploying the new plataform of Rant & Rave NPS survey below budget and on the time planned.

Responsible for B2B sales of corporate travel agency services at SP state. Interfacing with purchase, finance and HR departments. Report to the Commercial Director.- Surpassed the client base goal by 15% and revenue by 10% in the first year of operation.

Reported to the Sales Director and led a team of up to 76-person, 4 with direct report.Responsible for travel insurance sales strategy in tourism, insurance brokers and direct sales with over 3.000 distributors and R$22MM revenue in 2015. Managed key accounts like Avianca, EsferaTur Group, BBTur e GAPNET.Project sales key user of product and system deployment for the new travel insurance regulation laws (CNSP 315).Led Assistance service telemarketing sales in partnership with Santander Bank and GNS Fenosa.Responsible for roadside assistance and auto extended warranty sales in partnership with Citroen, Localiza and Mercedes-Benz.- Increased in 79% the sales team productivity in two years by deploying a new commercial approach and planning with a new market segmentation, sales campaigns, usage of Sales Force CRM system and compensation review.- Increased travel insurance direct sales by 23% launching new website and sales campaigns in search engines- Crisis management of the travel insurance issuing system, minimizing loss of revenue and partners in 2012-13.- Developed a partnership with Dufry, the biggest duty free shopping operator in Brazil, and MAPFRE Group offering special discounts and services for travel insurance customers.- Increase roadside assistance sales by 72%, achieving revenues of R$1MM in 2015.- Exceeded client base goal for assistance services sales by 14% in the GNS Fenosa inside sales operation.

Responsible for travel insurance and assistance services sales at retail, telemarketing and direct sales (B2C) with an R$18MM revenue in 2012.Reported to the Sales Director and led a sales team of up to 27-person, 6 with direct report.- Increased the travel insurance sales by 38% in 2012, developing the tourism and insurance broker’s channels.- Increased sales by 129% at TAM Viagens and activating 86% of the stores deploying a sales action plan. - Developed and implemented an action plan that turned the travel insurance product profitable by 2013.- Active member of LATAM Commercial team that developed a travel insurance sales plan for 2012 in Colombia.- Increased sales by 30% for assistance services sales at telemarketing in partnership with Santander Bank.

Sales planning manager for the mortgage business unit with a sales revenue of R$8 billion in 2011 and a sales team of 297 people. Led an eight-person team and reported to the Mortgage Consumer Director.- Deployed a sales expansion project for mortgage at real estate channels based on socio-economic indicators and market potential, expanding the sales team coverage to more than 100 cities, contributing to the 130% channel sales growth.- Contributed in the 50% mortgage sales increase at Itaú Personnalité branches network by developing a sales territory coverage review in partnership with the channel's sales manager in 2011.

Sales planning manager for the truck-financing unit with sales of R$3.5 billion in 2009 and a sales team of 286 people.Led a 7-person team, reporting directly to the Sales Planning Superintendent and indirectly to the Truck Business Unit Director.- Led the commercial integration project during the merger of Itaú and Unibanco reducing the number of truck sales offices by 41% and the headcount by 24%.- Reduced by 25% the pricing staff by centralizing the teams that gave support to the financial sales team and the bank branches network after the bank merger. - Deployed a pricing tool that considered customer credit risk level, commercial relationship and the operation profitability. This project won 1st place in the innovation category at the 2010 Walter Moreira Salles Award.

CRM manager responsible for providing services to 9.000 customers, an annual budget of R$1.2MM and a five-person team reporting to the Engineering & Quality Director.- CRM project manager responsible for review processes and specifications of a new client web portal and Microsoft Dynamics.- Improved contact center access number interactions and touch-tone interactive voice response.

Led the Prepaid CRM operation of 13.3 million clients, with an annual cost of R$72MM, and a five-person team. Managed an outsourced contact center accomplishing costs and quality goals while reporting to the CRM Mobile General Manager.- Delivered a 16% average service cost reduction and increased the customer satisfaction rate by 5pp, developing a process management model to streamline electronic to personal assistance in 2006. - Developed sales actions at the call center, offering mobile plan upgrades and an automatic monthly collection for customers.- Deployed sales processes for a start-up telemarketing operation for small and medium size business companies in BH/MG, contributing to the overcoming of 20% of the 1st year target for the operation.

Managed the residential and mobile sales back office and service sales for clients.Reported to the Sales Planning Manager at Pernambuco Region and led a nine-person team.- Reduced back office team headcount by 40% and increasing sales productivity by 15% deploying a project that centralized and standardized processes of four differents back offices.- Surpassed the calling features services client base goal by 12% with a 50% call ID sales increase developing a partnership with Intelbrás for retail channel sales. - Increased 12% the annual revenue by selling landline plans upgrade through telemarketing and by increasing the mobile long distance service market share by 21pp and 4pp for landline by orchestrating promotion and telemarketing actions.

Responsible for sales performance analysis monitoring results and costs of the Ceará Region with an annual net income of R$1.6 billion, annual cost budget of R$12MM.Reported to the Sales Planning Manager and led an eight-analyst team.

Responsible for sales planning at the cement unit. Reported to the Commercial Director and led a four-person team. - Sales key user for sales force automation and business intelligence projects.- Project leader of business process reviews for JDEdwards ERP system deploy.- Deployed the commercial actions of the Commercial and Logistics Analysis project that developed a new sales approach based on profitability, with US$5MM annual earnings. This project was ranked TOP10 at the 2000 Lafarge Innovation Global Award.Marketing trainee: Mai97 to Fev99Marketing analist: Mai 96 to Abr97Marketing intern: Fev95 to Abr96