* Serviços de consultoria para planejamento integrado de comunicação e relações públicas, indicadores de resultados, comunicação interna, assessoria de imprensa, treinamentos de porta vozes.

Apoio à implementação da agenda ESG da Companhia com a Área de Governança CorporativaElaboração de planejamento de comunicação interna para ESG

Comunicação corporativaRelacionamento com a imprensa e com stakeholdersElaboração de políticas de comunicação e de relacionamento com midias sociais.Estruturação da área de comunicação (externa) e treinamento de equipe

• Reported to the CEO. • Was responsible for setting up the communications and marketing area. Served as an interface between agencies.• Was responsible for the strategic and tactical planning of the communication and brand positioning for the different companies of the group and its business segments (luxury market, executive aviation, and real estate). Served as an interface with stakeholders.• Led the process of communication and strategic alignment during the acquisition of Global Aviation by CB Air, the Executive Aviation company of the Group in August 2016. • Gave workshops on communication, crisis management, and media trainings.• Was responsible for creating and implementing the communication channels with the external and internal stakeholders such as website and social networks.• Prepared the corporate communications manual for managing crises and the Group's code of conduct.• Held a strategic communications front in Michael Klein's relations with the press as a minority shareholder of Via Varejo, working as a spokeswoman for the businessman.• Was a member of the Advisory Council of the Samuel Klein Institute and the company's crisis committee.

• Reported to the CEO and had a team of 2 managers, 2 coordinators, and 12 analysts.• Was responsible for the company's entire internal communication process (900 branches, 12 distribution centers, 14 warehouses, 2 call center sites, 1 furniture factory, and 60,000 employees) including the development and implementation of tools in its various forms: newsletters, magazine, website, integration programs with the CEO and Board of Directors, releases, among others. • Guided the entire relationship with the media both in the positioning strategy as well as in suggesting topics and in meeting the demands related to the company.• Was involved in crisis management.• Led the strategic front of communications during the merging process of Casas Bahia with Pão de Açúcar Group, overseeing the integration of all the communication processes in the new company.• Led the communications team with a focus on strategic and tactical planning of communication for the internal and external public.• Gave support to the implementation and dissemination of the company's new culture in partnership with the professional Betania Tanure and her team of professionals.• Created and led the processes for choosing the company’s new brand and sharing it with the internal public.• Was responsible for disseminating the company's code of conduct with the internal public.• Prepared the communications and crisis management manual.

• Reported to the CEO and had a team of 2 managers, 2 coordinators, and 4 analysts.• Strategically and intensely led the communication and relationship processes that ensured the succession of the company's command.• Led the Papo Aberto (Open Talk) Project, an initiative of approaching the CEO with the company's base of employees through regular meetings, which resulted in increased levels of engagement and generated education subsidy benefits. • Intensely used communication as a strategy for mobilizing the leadership and integrating internal teams.• Structured the company's communications area (which did not exist) and its insertion in the company's organizational chart.• Focused working on the following three priority areas: 1) Public Relations with the customer service and strategic planning focused on the press, entities, personal staff, and the board 2) Internal communication with the development of an integrated communication project involving more than 500 branches of the company, 8 Distribution Centers, 7 Warehouses, 2 manufacturing plants, 2 customer service sites, and 53,000 employees. 3) Creation and implementation of a social-environmental program (“Amigos do Planeta”) geared towards the retail market with a business model that proved to be sustainable six months after its implementation. This project resulted in a 40% decrease in the waste of recyclable inputs in the company and began the reverse logistics process of packaging, as well as funded educational projects in low HDI cities in the Northeast region in partnership with the Brasil Solidário Institute (IBS).• Was responsible for the spokesperson training program.• Was responsible for publications, videos, websites, intranet, internal campaigns and the institutional relations program. • Managed crises and created the company's code of conduct.

• Was responsible for the strategies and integrated solutions of communication and crisis prevention for customers as well as customized training for leaders. • Customers: Casas Bahia, Shopping Malls SP Market, Paulista, and Higienópolis, Unimed Paulistana, Costa do Sauipe, Listel, Toy Manufacturer Estrela, MRV, Paulo Skaff (during his campaign for becoming the president of Fiesp). • Gave Media Training to Cargill and Orsa.

• Customers: Decolar.com, Kraft Foods, Telefonica B2B, and Sascar Celular.

• Was responsible for the company's relationship with the media, setting the entity's chairman as a spokesman and source of journalists for topics related to Public Building Projects and Infrastructure. • Served as a ghost-writer in some opinion articles.

• Customers: Brahma, Perdigão, Antarctica, McDonald's, Grupo Eldorado, ABC Dados, Monark, Amil, BMW, Masp, British Council.