•Responsible for managing the (After Sales) department, with direct reporting to 14 employees, consisting of an application supervisor, 5 field application support, 6 field service engineers, 1 FST focused on corrective and preventive maintenance at the repair center, and 1 customer service, managing and carrying out corrective and preventive technical assistance, budgets for individual assistance, local inventory control, P&L, opex, sales forecast, technical visits, technical and scientific support, training for distributors and end users.•Implementation of the CRM service management system - ZOHO, adequacy of KPIs focused on the local need, reduction of service time from 16 open calls with an average of 34 days from closing to 97 open calls and closing in 4 days from key accounts, distributors in the IVD segment.• In the process of implementing metrics to measure the level of promoters/detractors NPS (Net Promoter Score) and VOC (Voice of the customer) assessing the needs of internal and external customers, applying effective and measurable changes with best practices to ensure the Operational Excellence.• Implementation of the training and qualification center for Brazil's employees, customers, and distributors.

• Responsible for the management and planning of the service & support department, with a direct report of 5 employees, composed of a proposal analyst, two field service engineers, a field application support and an inhouse FSE, performing corrective, preventative maintenance, sales of service agreement, opex, service budgets, management of maintenance contracts (Service Agreement), local stock control, technical visits, scientific support and end-user training.• Implementation of ERP service management system – Protheus TOTVS, KPI’s focused on the company's needs, reduction of key-accounts service time, customers with and without a maintenance contract.• In the process of implementing metrics to measure the level of NPS (Net Promoter Score) and VOC (Voice of the customer) promoters/detractors, assessing the needs of internal and external customers, applying effective and measurable changes with best practices to ensure the Operational Excellence.• Implementation of the training and qualification center for employees, customers and distributors in Brazil and AL.• Integrating steps of internal processes, ensuring the connection of the entire value chain (Commercial, Logistics, Industrial and H&S).

•As Service Manager, I headed up all Brazil territory service department, with a reporting directly to me of 9 associates, composed of a service coordinator, seven field engineers and a trainee customer service, responsible for the Budget and Opex, service revenue, stocking of required tools, spare parts, setup of a service shop, contracting a third party company, and Leica Brazil staff.•I launched a new service package agreement, investigated potential sources of new service revenue including the marketing of service contracts, PM and billable repair, and sales of spare parts to distributors.•We achieved the service revenue goals exceeded the expectation in sales of services and spare parts, which on the last year had 35% medium growth and 60% of strong profitability, contributing for the Service Department to reach the expressive revenue from Set/17 USD $300K to Dez/19 USD $1M income.•Increased levels of internal and external customer satisfaction (Net Promoter Score), Sep./17 was -10% when I took over. Dec. / 19 we scored + 86%. We implemented of VOC (Voice of the customer), we've also carried out significant internal processes modifications to speed up the service calls and maintenance of the equipment on the field and we were able to decrease the lead time from up to 96 hours to less than 48 hours in the whole Brazilian territory.•The latest record the survey engagement index (Direct Supervisor Effectiveness) in Nov/17 was 11% scoring and under my management, I increased engagement index in Nov/18 was 68% and Nov/19 to 96% scoring.•Implementation of an ERP service management system, adapting KPIs to local needs, and reducing the time required to attend key-accounts and customers with and without contracts.

•Initiated and build Affymetrix Service business from the ground up in Brazil & LATAM, responsible for the budget and Opex, stocking of required tools, spare parts, and setup of a service office. •Develops strategic growth plan for Instrument Services in targeted countries. Investigated potential sources of new service revenue, including the marketing of service contracts, PM and repair services, and sales of spare parts to distributors.•Delivers an annual service sales plan and works closely with the Service Manager in the USA and report “dotted Line” District Sales Manager in Brazil and Director of Corporate Development on a localized marketing plan.•Drives the growth of Affymetrix service revenue in LATAM and market share by supporting the capture of new accounts/business in tandem with LATAM Sales Managers, and in conjunction with regional distributors, including proactive contact with distributors to determine customer satisfaction and support needs.•Creates and maintains relationships with regional opinion leaders to promote penetration, retention and loyalty for Affymetrix products.•Performs all Instrument Service Accounting and Accounts Payable functions, including the quoting of billable services and instrument service agreements, sales procedures Active/Reactive, with continuous follow-up, service contracts to research and clinical laboratories. Negotiations with Brazil and LATAM service agreements, which include extended warranties, customer invoicing, and collection of delinquent payments. This is for sales of services to end user/customers as well as to distributors. •Functions as ‘first-responder’ for all customer support needs, to include all instrument service needs as well as applications support triage as needed and liaison to Sales and Customer Support.

•Aftermarket planning and managing of the service areas, service agreements, billable repairs, local inventory, spare parts quotes, and engineers staff activities. •Exceeded service revenue goals in 35% and 51% of strong profitability, accordingly. Contributed to the Service Department to reach an expressive revenue of R$ 5.2 million in 2010 /11. •Ensure compliance with performance targets and customer support processes (KPI's). •Renewed and manage business opportunities and weekly sales forecast; inline management in the field of technical operations to identify new business.•Managed the safety stock level, spare parts available to attend our clients in the area of Power, Process, TOS / FLARE, and Marine (FPSO and FSO).•Structured and manage the preparation of quotations for sales of spare parts, billable service, technical training, and implementation of sales procedures Active / Reactive, with continuous follow-up, service agreements to refineries, and Vessel’s FPSO/FSO.•My role was to visit customers, generate sales leads, and identify Heating and Boilers shutdowns at Petrobrás refineries. Part of my role included managing the Petronet System for Petrobrás, controlling the receipt of proposals for sales of spare parts, equipment replacement, and new business. •Coordinated monthly quotations, Sales and Spare Parts Inventory nationwide and for Latin America, tracking sales targets for a weekly review of the strategy. Responsible for financial statements, forecast, and Business Plan to headquarters reports. •Involved in all supply partners, ensuring that project quality and accuracy complied with the requirements in the UK, USA, and Italy, allowing for component nationalization.

•Responsible for installation, service support, maintenance for all lines the equipment DNA Sequencing by Capillary Electrophoresis, DNA Thermal cycler and Real-Time PCR Molecular Biology.•My role involved the management of several equipments to ensure they are running smoothly. As part of my role I carried out installation, maintenance, calibration, validation and provided technical support to staff and customers. My fault finding skills were put into practice. Good knowledge of precision mechanics, laser, software’s and reading of electronics schematic diagrams.•Work closely with Field Application team and Instrument sales specialist to ensure after sales customer satisfaction, important for repeat sales and service contract renewals for Applied Biosystems.

•I was involved in all aspects of servicing, maintenance, preventive maintenance, fault finding and repair of medical equipment. The equipment consists of the types Real Time PCR - Molecular Biology and automated systems to Molecular Diagnosis. Part of my role involved updating software and installation of equipment. •Expand responsibility to service and support Latin-South America countries. Helping service dealers engineer teams.

•I was involved in all aspects of support technical diagnosis, with a focus on automated clinical analyses blood bank, at institutions of medium and large companies. I have a vast amount of experience on many medical equipments such as luminescence chemistry feels confocal microscopy nephelometry, chromatography liquid, and automation machinery. The role I carried out ranged from fault finding, servicing, technical maintenance, preventive maintenance, and training to the users besides acting with a team of sales due to offering solutions in the automation of routines in the laboratory. •Good knowledge of hydraulics, pneumatics, and reading of schematic diagrams was an important part of my role.•Work closely with Field Application team and Instrument sales specialist to ensure after-sales customer satisfaction, important for repeat sales and service contract renewals for Bio-rad.

•My role involved the management of various equipment to ensure they are running smoothly. As part of my role, I carried out installation, maintenance, calibration, and provided technical support to staff and customers. My fault finding skills were put into practice. Good knowledge of hydraulics, pneumatics, and reading of schematic diagrams was an important part of my role.