- Criar Modelo de Negócio- Desenvolver Produtos- Desenvolver Política Comercial- Desenvolver Equipe de Vendas

Multinational company in the paper business, it has been in Brazil for only 10 years, in a prominent position in the institutional segment. - I introduced the new commercial policy allowing more control to the sales team, as well as more flexibility with the clients, resulting in sales focused on fewer clients and quickness in making decisions- I restructured the sales team, making possible to be closer to the clients and develop the relationship with them. I improved their ability with training and computerizing, making it more cohesive and capable of coming up with solutions and businesses for their clients and their teams.- I increased the paper portfolio, launching in the market three new paper lines, with excellent sales results and a complete mix for the distributors’ network.- I was responsible for the Importing of products and development of new suppliers, I re-launched the whole line of dispensers obtaining expressive growth in sales and specially answering the clients' needs with quality and competitive price- All of these actions made possible the growth of 120% the sales with a higher margin of contribution

- I was responsible for the development of projects improving the distribution of the main categories of the company, with direct and indirect team, especially the Brokers Project with excellent results achieved in the test area, Rio Grande do Sul, where in six months the profit doubled.- I created a distribution model specific for the drinks category, I was able to assess that the company's line of products was not in agreement with the market demand, what made the marketing area move in order to launch specific products for the channel.- I implemented a Project to Serve Directly the Small Business (“Supervarejo”) I earned the team's shared responsibility, achieving results higher than the estimated.- I was active in the merger of the brand Glória to the Bakery division, I coordinated the consultancy activities to assimilate the brand in a 30 day deadline, I had as main activities the resizing and training of the sales force/merchandising definition of commercial policy and the fulfillment of a long Check List.

- As wholesale regional manager I was responsible for the states of RJ, ES and SP. I reestablished commercial relations with key clients, I developed new clients and was able to outsource sales in the channel, as well as improve the average price, increasing sales in 23%..In Trade Marketing I managed the wholesale and distributor channel, I lead the Distributor Project, in which it was possible to measure the profile of the Network and its potential, I organized Workshops in which I presented our discussed and finalized business proposal. Building trust with the distributors’ network and earning their investments that lead to a higher market coverage, number of distribution and double amount of Cookies.- I created incentive campaigns that had excellent results as for volume and distribution, as well as stimulated the Distributors Network to work on the product line and the point of sale.- Along with the distributors I implemented informational tools, allowing them to know their brand's performances with the indirect retail market. I consolidated processes of sales estimates per channel, generating a stronger commitment from the team..

- As sales manager between 1998-99, I was responsible for the states of MT, MS, GO, MG, ES, RJ and the federal District and for a team of 24 subordinates. I developed the service plan in important supermarkets, raising the share in about 25% and the distribution of the main products, besides raising visibility and other supermarkets’ buying intent. I coordinated the following of volume goals and budget in the region, achieving a raise in sales of about 32%.- As Special Accounts Manager, between 1995-98, serving the main wholesale and retail in São Paulo, I was able to achieve a growth in sales of 13% and 16%, respectively. I introduced an investment plan for Dreher, with the distributors in the country side of SP, I monitored their sales and the investments, after six months the brand went from 19 to 34% of share becoming the leader in the area.

- Between 1992-94, I managed the sales in the States of São Paulo, Paraná, Santa Catarina, Rio Grande do Sul, Goiás, federal district and the region of Minas Gerais called 'Triângulo Mineiro' . I established the sales strategy to loyal customers, I looked for opportunities with clients where the competition wasn't active. I was able to achieve 100% growth in the sales in a 2 year period, representing 38% of the Division.- As sales operation chief, between 1990-92, I recovered the credibility of the department with the sales team and customers, through the opening of communication channels, promotional campaigns aligned with the trade and sales team needs, which made possible to rebuild the image and increase businesses. I organized events and sales conventions.