• Experiência do Cliente:- Gestão estratégica das jornadas e etapas da experiência do cliente considerando distribuição, oferta, pós-venda, retenção e renovação); - Transformação Digital das jornadas e demais experiências do cliente por meio da implementação de novos canais, serviços e demais facilidades retomas e de autosserviço;- Implantações, melhoria contínua, mapeamento e revisão de processos- Gestão da Satisfação e Recomendação do Cliente- Atuação e condução de projetos, iniciativas e planos de trabalho voltados para melhorias, evolução e otimização das jornadas e canais de relacionamento;- Acompanhamento e implementação de tendências e oportunidades de mercado que gerem valor ao cliente, negócio e instituição;• Performance de Parceiros, Canais e Defensoria do Cliente:- Atuação como área representante e defensora do cliente;- Monitoramento estratégico de performance, processos e demais pontos em todas as operações de atendimento, relacionamento e prestação de serviços- Acompanhamento de cumprimento de prazos, acordos e demais pontos de impacto para o cliente- Ações preventivas e de melhorias - Verificação e comparação de resultados e melhores práticas observadas no mercado e competidores• Engajamento, Retenção e Fidelização de Cliente:- Responsável pela implementação de projetos e iniciativas para melhoria na comunicação com o cliente em todas as jornadas;- Implementação de Réguas de Comunicação e Relacionamento - Acompanhamento, reportes, correções e ajustes nas ações realizadas;

• Responsible for operations strategic pillar;• Direct report to Senior Management and Spain´s Headquarter;• Department structure of 6 direct reports (2 managers, 1 coordinator and 3 specialists) and 50 people in full;• Area divided into 3 action blocks as follows:• Business Intelligence Performance:Centralization and administration of the entire collecting process, organizing, standardizing data, creating and updating KPIs and creating structured action plans to increase operational results;Budget management with signaling deviations, recommendation of savings opportunities and cost reduction target consistent achievement;Business, Technology and Strategic Planning projects management.• Implementations and Improvements:Transversal implementations management of new customer services projects;Action plans development to maintain efficiency with customers, complaints reduction and customer satisfaction increase;Application of PDCA, Agile and Lean Six Sigma methodologies;CRM system and telephony platform change with an average of 10 minutes in calls reduction;Digital service channels implementation.• Operational Quality:Quality management with a compliance focus, contracts procedural monitoring, digital transactions and services and implementation and segmentation of digital service channels by public;Materials structuring, support content and operational support for procedures;Application of training modules for trainings and technical knowledge maintenance using large-scale platforms;2% reduction in the complaints rate in attendance and services provision;Average increase of 4.5 percentage points in customer satisfaction and recommendation;Development of incentive and recognition campaigns for operational results evolution, quality and business growth.

• Strengthen internal and withing the department communication;• Positive transformation in employee and outsourced engagement levels, enriching productive processes and bringing people closer to business needs;• Average 45% staff optimization without applying traditional methods of dismissal and staff reduction, reflecting on teams satisfaction, supporting the development of soft skills for the entire department and enabling the team to further improve the department's indicators;• Average increase of 30% in efficiency and productivity;• Effective participation in the merger between companies, unifying departments that came from different cultures to Mapfre work culture, increasing engagement and improving communication with all employees;• Development of service standardization and choice of work modality to implement a contingency plan in the outsourcing of services;• Management of 3 direct reports and 60 people in the department.

• Contact center management being responsible for all outsourced service operations;• Implementation of Decree 6,523, better known as the Customer Service Law, which revolutionized the relationship between service companies and consumers;• Productivity-boosting process optimization;• The replacement of the front end system provider improved the company's operations.

• Implantação de Central de Atendimento terceirizada (inicialmente com 20 workstations);• Establishment of an external call center (at first with 20 workstations);• 120 PAs on average in combined absorption and growth;• Development and implementation of an insurance Tele sales Channel with an average occupancy of 50 exclusive workstations to activate a considerable volume of new life and residential insurance contracts.

• Responsible for credit card call centers profitability through the offer and sale of aggregated products and services, transforming a support area into a revenue generation structure;• Implementing a sales model, actions, and procedures that increase upsells consumer acceptance by presenting more forceful sales arguments and solutions;• Use of strategic actions for business expansion, such as: insurance offer projects implementation, mapping opportunities, sales training, sales campaigns, customer loyalty, negotiations for new partnerships and products generating great results.