- Assuring the strategy keeps being implemented and KPIs followed.- Risk Assessments and discussions - People and Succession

Chief Executive Officer (CEO)Leading with purpose, I steer BNP Paribas Cardif towards making insurance accessible, emphasizing simplification and client service, with an empathetic performance culture. My role as CEO encompasses transforming traditional insurance offerings into Brazilian-friendly service and products, ensuring minimal exclusions and effortless customer experiences during claims.We are leaders worldwide in credit performance insurance and in B2B partnerships with banks. Present in 33 countries in Europe, Latam and Asia. With more than 8.000 employees and almost 300 billion euros of AUM, in 2022, our global top line was at 32,9 billion euros. In Brazil since 2000, we have a consolidated position in the market, being the third largest operation for Cardif worldwide. With more than 30 million insurance certificates, we serve Brazil and Brazilians. In 2022, our top line was at 3.1 billion reais ( ~500million euros, a 22% growth y/y)

Lwart Environmental Solutions was born in 1975 from the desire for transformation. As much from the waste collected as well as for the culture. With the best technologies and people, Lwart collects and transforms hundreds of millions of liters of oil with highly polluting potential for nature, thus avoiding its impact on the environment.100% Brazilian company, a global reference in the production of base oil from used and contaminated lubricating oil, a complex collection operation (reverse logistics) and the only producer in Latin America of high-performance base oils (Group II) from this waste.Lwart believes that the preservation of the planet is a responsibility of all. For this reason, our work is based on the concepts of the circular economy: collecting, allocating and transforming finite natural resources and giving them new life!My role: Independent board member and member of both the Audit Committee and People Committee.First year I was focused on helping to discuss technology as a solution for the business issues and we have decided to creat an up for collection where we were substituting money transactions for eletronic payments. Goals were exceeded. Second year, discussions were more directed to M&As and diversification and we made a number of analysis and choices, ending up in the acquisition of Vitalforce.Third year, I joined the People committee and started the succession and compensation discussion.

A payment platform from BCP (Banco del Credito de Peru), the largest private bank in Peru. Started as a sub-acquirer and transformed its business and operation into an acquirer.

Eskolare is a startup focused on the educational market offering a digital platform integrated to the reality of educational institutions and families, allowing all purchases of educational products and services to occur safely, transparently and with practicality.

Board member- General manager view and advisor to a growing importation and distribution company, in the automotive repair equipment industry based entirely on digital sales and marketing.

Leading as country manager the gas bottle marketplace in Brazil 🇧🇷Executive member of the Chama 2.0 BoardThere are 400 million bottles of gas sold every year in Brazil. On one side, 95% of households cook (and sometimes heat their shower) using gas bottles on the other side 60 thousand business owners sell gas bottles from Mondays till Sundays. At Chama we want to connect both ends with technology to provide the best experience!

Previously called Ascend Global, Eleva is a startup build from a partnership with Azul airlines, to combine the recurrent payments with airline points.

Pitzi is Brazil's first insurance startup ( Insurtech), and the leading provider of protection plans for cellphones in the country. Pitzi has built out an innovative technology-driven supply chain focused on reverse logistics, remanufacturing factories, and digital claims processing. Pitzi has partnered with global insurers like Zurich, Axa, Sura, QBE and Mapfre to increase NPS and reduce loss ratios. Finally, Pitzi creates awesome experiences to their customers, transforming the cell phone insurance experience in Brazil. Among my responsibilities at Pitzi, i was leading Product Development, Tech, Marketing Strategy, BI, Business Development, Customer Experience and People.People has been a great challenge: recruiting, motivating and developing maintainig our culture. We have implemented OKRs, Pulse and People performance committes.Marketing included revising the marketing strategy, focusing on B2B, repositioning and rebranding.Product we have created an agile tech and product team, based on scrum and kan ban. Initiated with feature squads then transitioned to user squads, adding dev ops, QAs and architects.CX has doubled, when business quadrupled. we have created cells based on user experience, implemented indicators and processes to gain efficiency and visibility.

Launched the new business unit, called Superget, previously called Vermelhinha. Lead the digital transformation and re branding of the SMBs portable POS for Santander/Getnet.

- Increased revenue in 53% year over year with both acquisition of new digital customers and growth on same store sales (main brazilian ecommerces)- Negotiated and implemented the first sponsorship deal for 14 rock concerts in 5 different cities.- Certified spokeperson for PayPal participating in events, interviews and goodwill lunches with the press.- Created a digital collaboration platform between Brazil and Mexico, the two largest business units for Latam.- leading 3 teams (hunting, farming and sales ops) and increased team satisfaction index by 45%, mainly focusing on improving celebration and communication.

2014-2016 Insurance Business:2015/16: Insurance Product Head• Managed a R$ 2,3 billion (top line) portfolio with 6 line of products, including digital products targeting individual credit card consumers and SMEs. • Delivered 14% growth in top line. 35% improvement on quality KPIs and 20% raise on team's satisfaction index.• Managed a 23 people-team, divided in 3 management units.2014/15: Insurance new business development on digital and core products• Created a new business unit for Insurance at Itaú, based on an open architecture for Affinities on both digital and physical.• Implemented an outbound sales channel with a team of 350 sales people responsible for the direct marketing and sales of insurance products.2013/14: Insurance National Sales• Doubled results in 6 months through diverse set of activities such as organizing performance reports to retailers and retail managers, trade marketing campaigns and new billing processes.• Decided to close the business after a new regulation changed the extended warranty scenario and was responsible for closing the operation, relocating full team, breaking all contracts, minimizing risks of future complaints.2011-13: Regional Investment Strategy for Latin America- doubled revenues at Banco Itau Chile in one year and decreased its efficiency rate by 5bp, through the implementation of a strategy project, identifying $150 billion market with potential opportunities for both retail and wholesale banking, reviewed commercial model, redesigned incentives along sales force, developed electronic distribution channels.2007-09: Team Leader at Treasury Product Division- Managed 100+ new product development work streams from structuring to sales across IT, Legal, Acct and Risk divisions2006/07: Internal Controls and Operational Risks Division- Implemented a new SAP tool for managing internal controls (‘MIC’) -Developed training materials and trained more than 300 users on SAP MIC

- Teaching Assistant for Negotiation Classes- Lead an undergrad class on Communication - BCG project over consumption patterns in third world countries- 6-month project for United Way on Governance in the third sector- created a case study for the Wharton School on disaster recovery, based on Chile's disaster in Feb 2010.MBA Intern at Corporate Banking European Head Office of Banco Itau- Developed a new strategy for growing top and bottom line: identified cross-selling opportunities in the syndicated loan market in Europe, Latin America and the US; Recommended strategic change on both location and segmentation; Presented to CEO of Banco Itau Europa; 6 months later business moved to London, following the new strategy- Devised an extensive market study interviewing main European stakeholders, including 7 of 10 top bookrunners in London, major client in Paris, and the bank’s heads of sales in Madrid, Frankfurt, Lisbon, Paris and London

Implemented Sarbanes Oxley Act (SOX): documentation processes, identification/ registration of risks, controls, and tests.Managed 8 branches chosen to be certified on SOX and reported on their situation monthly to Sodexho Alliance. Standardized EPISOFT tool used for matching company's checks with bank's report.