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Responsible for rollout of BICAVAL P&F Therapy across all Latin America.

Responsible for the sales of Abbott's Structure Heart division (MitraClip, Amplatzer, TAVI (Portico) and surgical valves)

Responsible for the Staplers, loads and Energy business in Brazil.

- Deployed Corporate Governance and professionalized management. Performed the corporate restructuring, recruited and led the leaders corps. Led the strategic management for the shared service center for EMEA, redefined organizational structures and deployed results-oriented management. - Employee retention – Reduction on the employee turnover to 15%. Employees’ satisfaction increased to 91%. - Streaming line the recruitment process Reducing the number of recruitment agencies in all EU, generating 25% financial savings.Implementation of on line behavior assessment tools (DISC)- Revision and realignment in several Order Management and Sales Admins processes reducing friction with various European sales team and internal stake holder (logistic and technical support).- Creation of Tender DepartmentNumber of tenders answered increased by 22% - Implementation in April, 2017 of product remanufacturing process in Amsterdam according EU regulatory and ISO standards. 20% of total sales in some countries in Europe come from remanufactured products.- Responsible for the financial management of the company, reporting results directly to Executive CFO and COO. - Revision, alignment and implementation of the new transfer price agreement including remanufacturing process.- Developed brand campaigns focused on education. Increasing traffic in company’s website and European social medias by 40%. Campaigns were aligned with European Country Managers.- Point of contact for all legal matters in Europe7 labor cases solved in the UK (3), France (2) and the Netherlands (2)Implemented compliance culture and training within European teams (field and back office)

- Build up the team from 5 to 33 employees.- Deployed Corporate Governance and professionalized management. Performed the corporate structuring, recruited and led the leaders corps. Led the strategic management, redefined organizational structures and deployed results-oriented management. - Successful migration from 100% distributor business model to 80% direct sales and 20% indirect.- Increasing sales result: 2013 - USD 2.2 million (distributor model only), 2014 - USD 10.3 million, 2015 – USD 8 million (40% Brazilian currency devaluation compared to the previous year)Implemented strategies targeted by channel (Hospitals, Medical Offices, Military, Veterinary and Distributors). Strategy focused on product innovation and education. In 2014 and 2015, 20% of sales came from products launched during the year. - Market launching of direct FUJIFILM SONOSITE operation – 04 / 2014. - Successful Regulatory registration of five new products- Successful five new product launching- Implemented the Marketing and Communications planning. Created campaigns to different medical specialties and to all stake holders – final users, procurement, nurses. Special campaign and approach was created and still used to C Level.Special campaign and approach created to our install base – up trade / trade in - resulting in 30% increasing in sales opportunities.- Education Strategy – defined per region, along with local and national KOL in Point of Care specialties, develop and implementation of educational training and courses. All sessions had a huge success levering company’s brand very high, increasing 30% sales opportunities. - Responsible for the financial management of the company, reporting results directly to Executive VP. - - Deployed the budget planning and answered for managing the strategic planning. - Point of contact for all legal matters3 labor cases solvedImplemented compliance culture and training within European teams (field and back office)

- Build up the team 6 employees (back office, sales and clinical) – Brazil (3) and Chile (1), Colombia (1) and Mexico (1)Distributor channel – Venezuela, Panama, Costa Rica, Peru, EcuadorLogistic Agent - Chile, Colombia- Successful regulatory product registration throughout the region- Successful product launching throughout the region97% procedure success rate implantation assured in selected hospitals and hybrid heart teamTeams were independent from proctor after first round of implants- Engagement of the KOL and his / her respective center to approach Ministry of health and private payers (health insurance). Positive results in some countries resulting in a number of cases fully funded by local government (Venezuela, Chile, Mexico and Brazil)Private payers (health insurance) – specific events leading to several cases approved - Led the strategic management and deployed results-oriented management.- Responsible for the financial management of the division, reporting results directly to regional VP. Deployed the budget planning and answered for managing the strategic planning. - Double digit growth without reimbursement by private payers and Minister of HealthSales result: 2010 - USD 500.000,00 (only one country – Chile), 2011 – USD 2 million (Brazil, Chile and Venezuela), 2012 – USD 8 million (Brazil, Chile, Colombia, Venezuela), 2013 – USD 10 million (Brazil, Chile, Colombia, Venezuela and Mexico)

- Launching of Edwards Lifesciences external website in Portuguese in Spanish, including educational content / videos- Implemented the Marketing and Communications planning. - Created campaigns to different medical specialties and to all stake holders – final users, procurement, nurses.- Special campaign and approach created to our install base – up trade / trade in - resulting in 30% increasing in sales opportunities.

- Responsible for all direct sales team and distributors in Brazil - Critical Care Division (12 sales reps and 30 distributors).- Increasing on sales by product diversificationPremium products - 30% sales increasingLegacy products – 20% sales increasing- Kept expenses below budget