I work across six restaurants, encompassing the brands Cantucci Osteria, Grano&Oliva, Inforno Burguer D'Italia, Superquadra Bar, and Véi Chico. My role involves overseeing all aspects of the Department of Personnel, ensuring efficiency in processes. Additionally, I lead the restructuring of the group's HR sector, primarily focusing on Leadership Development, Recruitment & Selection, Organizational Climate, Culture, Performance, Engagement, Training & Development, and other processes that may arise.My goal is to establish a healthy work environment and foster the growth and well-being of employees within the Cantucci group. I am fully committed to building an engaged team and contributing to the group's success in achieving its objectives.

Steering operations and commercial strategy at Endeleza CC, I'm driving the innovative Collab.Journey program, seamlessly blending talent development, social impact, and strategic partnerships. Leveraging the efficient Airtable technology, I've streamlined our operations and am laser-focused on commercial approaches aligned with our Ideal Customer Profile (ICP). We're turning challenges into opportunities and shaping the future with purpose.

I took on the challenge of spearheading a startup focused on nurturing talent for the technology sector. After months of meticulously crafting the business plan, engaging with stakeholders, and validating our hypotheses, talentX came to life. Our overarching goal is to alleviate the scarcity of skilled professionals in the Brazilian technology industry. Currently, we are assembling complimentary classes for university students, offering training across three critical domains: technical skills through courses in Red Hat, ServiceNow, and Java; soft skills development; and understanding the organizational culture of companies seeking to hire these talents.

At Origem, I was the first HR professional based in Brasília tasked with structuring the people management function. I tackled two main challenges: establishing compliant processes and structures for the growing startup, and fostering a positive employee experience with a focus on well-being and engagement. Concluding this experience, I take pride in contributing to the company's growth and the development of the team.

The Operational HR team was added to the People & Management team, with the aim of optimizing the delivery of the two sectors and integrating processes (admission with onboarding).With that, I accept the challenge of the G&G and DP Management, with the main objective of ensuring operational efficiency in the payroll, taking care of our employees in post-pandemic times, aligning the interests of partners, managers and other people in the group.Thus, we carried out quarterly planning to ensure the delivery of a more strategic HR, always focusing on people.

I am now facing the challenge of becoming Eklod’s new HR Coordinator. I’ve always wanted to be in a leadership position. That’s why put my effort in developing the necessary skills to do so, as my fellow coworkers have witnessed throughout my career. I am now working on mapping our employee journey, structuring positions, benefits and salaries as well as executing out strategic plan.

I took up this challenge to structure the HR area, both the procedural part and the part of strategic indicators, to work with the part of the employee's culture and experience, both in the employer branding part and in the employee experience part. I worked at the beginning of the journey with recruitment, but now I'm with the innovation projects area within the G&G area, in terms of the employee's experience in general. I work with organizational climate and culture. In 2 months of working on this model, we have already managed to structure our onboarding (which is all digital) and our offboarding. Today we are working on the PDL (leadership development program).

November 2017 - April 2018: Culture and Data Intelligence I joined the Culture and Data Intelligence team (former Management) with an area of ​​Quality and Continuous Improvement. I learned to work with the Power BI tool that gave me a lot of knowledge in People Analytics and showed me an agile world of technology and information behind the People and Management area. I also worked with process mapping, giving support to the Personnel Department and Recruitment and Selection area, in the creation, management and organization of indicators for the areas. April 2018 - October 2020: Business Partner As a person more focused on the relational scope, I received an invitation to work in the BP (Business Partner) area for the Operations area and accepted the challenge. Right away I came across another reality and saw that the scenario was quite challenging, which motivated me even more. I was responsible for supporting all HR subprocesses, along with the People & Management area, as a business partner, understanding the best need for my Operations client for joint decision making with the manager. I was responsible for implementing this period: the organizational climate survey (both GPTW and an internal one that we ran quarterly), performance evaluation (focused on competencies, with 9Box matrix), management model (tips / tools to train our managers to better leaders), application of a feedback tool, expansion of the corporate university (Wizity), among others. After the expansion of the Operations area, Wiz BPO was created, as an after-sales arm of Wiz. I had to specialize in the products I served (Insurance and Consortia) for a more strategic performance, since I started to take care of 120 employees for more than 300. Therefore, I learned a lot in this second period to prioritize my demands, facilitate and work on the strategy and be the right arm of managers in decision making.

Newcap was a hub for classroom courses. We worked with hosting, advertising and support in a way that our purpose and ultimate goal is to connect students and teachers. I started right at the beginning, in its launch. I managed to get several courses for the platform and run the courses with the teachers, thinking about the best way to attract students, in a joint work. At the end of my period, we had about 15 courses on the platform, with several different topics and more than 1,000 registered on the platform.

I was honored to take this position in my last year of training at UnB. It was a very productive year, with great deliveries and achievements. During the year, I was responsible for bringing more than 11 partners to Concreta and focusing on three partnership strategies: training, projects (prospecting and execution) and exclusive professional opportunities. In addition, we brought the Junior Company closer to other extension activities in Civil and Environmental Engineering and started conversations and approaches with the activities of the Architecture and Urbanism course.

I worked with the management, organization and evaluation of the event's cases, as well as the elaboration of the entire logical line of the event's content, based on the purpose that the MEJ-DF network needed. It was a very challenging job in which we also had to think about the client's experience (congressman), dividing it into personas and working with the Hero's Journey for a better experience.

I joined the Metapro team in order to create some training focused on the High School audience, since the company had already structured the training for Higher Education. The idea was shaping and I was responsible for visiting some public and private schools of MS in DF, with the objective of collecting quantitatively and qualitatively results that showed that some type of training / incentive was needed for this audience. The collection was carried out and a partnership was closed with the Education Department of the Plano Piloto Regional. The project was being built, together with the partner, and it became full-bodied. It turned out that the project was scheduled to run in 10 public MS schools, where it would be given, through design thinking tools, a training focused on protagonism. The project ended up not running through a small bureaucracy when it came to sponsoring, but the experience was very enriching.

In this experience, I was able to act as a director for the first time, developing my leadership by working with a team of more than 13 consultants. In my management, I focused on structuring the People Management area and handing over to my successor, a board that is well divided into its functions.

I organized the 1st Selection Process of 2014 of Concreta, which had more than 100 applicants, where I was able to lead activities focused on creating the dynamics of the PS, as well as the skills and how the evaluation would be. In addition, I carried out some activities such as the execution of the Organizational Climate of the 2nd / 2013 and some integrations aimed at motivating members.

I worked in the events area - reservation of places and infrastructure support for Concentro's initiatives and MEJ-DF integration parties. We held a party for more than 530 people in Oct / 2014. The theme was Cinema and we learned a lot to hold parties, working with the minimum possible amount of expenses. So we ended up developing a lot of resilience and a persuasive power.