Wilson Junior Email & Phone Number

Uberlândia, Mg, Br

Uberlândia, Minas Gerais, Brasil

Entrepreneur and Investor. • Development of innovative projects and incremental solutions. • Business Modeling Development. • Development and Mentoring for young leaders.

Brasília, Distrito Federal, Brasil

Uberlândia, Minas Gerais, Brasil

Responsible at Santander for the retail branch network in the Triângulo Mineiro, Alto Paranaíba and Northwest of Minas Gerais.• Objective: to position Santander brand in the area, promoting an environment of integration with Society in creating Jobs, supporting entrepreneurship and human development. • Establishing a high standard of result delivery, solidity in risk management and high satisfaction standard in the experience of our clients. • Expanding our capillarity with proximity through the opening of new stores and leveraging new Technologies which will allow us greater mobility and presence in all municipalities in the area. • Enhancing the Agribusiness and Technological Center production chain. • Consolidating our operations in the Logistics, Distribution and Wholesale, Trade and Services sectors.• In the areas of health, education and the public sector, supporting and developing, together with agents, projects that contribute to the improvement of the HDI of our cities.

Mato Grosso E Rondônia

Responsible for the retail branch network in the states of Mato Grosso and Rondônia.• We carried out an intense expansion project in the region and I highlight the success achieved in the implementation of 10 new units in 23 months.• We consolidated the agribusiness retail model, innovating in the implementation of the concept of AGRICULTURE STORES and GEARED MANAGERS.• We participated in the creation of specialized positions and in the development of commercial management tools • We participate in the design and implementation of business governance and modeling.• We achieved a high standard and quality in the recruitment, selection and rapid integration of new employees into the Santander culture and operating model.• In the two years in the region, we consolidated a strong development of human capital.• In senior leadership, we consolidated training and promote leaders to superintendents and regional managers, leveraging local talent.• In middle management we achieved prominence in the recurring nomination and award of General Managers with the Santander award “Best of the Best of the year” and “Certo Annual Award”.• We won the “Certo Annual Award” in two categories for two years.• I was a mentor in the project to develop leaders in the black leadership program, contributing to the strengthening of cultural diversity.• We achieved excellent quality in credit risk management with the provisioning framework, surpassing the KPI and placing the superintendency in first place in the national ranking for two consecutive years.

Mato Grosso Do Sul E Mato Grosso

Responsible for the retail branch network in the states of Mato Grosso and Mato Grosso do Sul.• Objective: make the business unit profitable and expand its market share in the agribusiness segment. • We stimulated the speed of growth of rural loans and increased customer satisfaction in the agriculture segment, with innovation and a specialized team.• We innovated the business model of the agriculture segment with the designation of a manager with a specialized portfolio.• We gained productivity and expanded commercial capacity, without increasing costs, turning operational stations (back office) into commercial stations (front office).• We designed and implemented “Projeto Saúde” (“Health Project”) with an 80% market share from hospitals and their payrolls in the cities of Cuiabá and Campo Grande.• We consolidated the Santander Culture through an intense process of change management and training of new leaders.• We started and consolidated a team of leaders that boosted human capital for the expansion of the Bank in the region, from 2017 to 2019.• We achieved excellent quality in credit risk management with provisioning framework exceeding the KPI.

Estados Do Amazonas, Acre, Rondônia E Roraima

Responsible for the retail branch network in the states of Amazonas, Acre, Rondônia and Roraima.• Objective: implement and consolidate Santander culture in the area, considering the unification of Banco Real and Santander store chains. Results were achieved within the established deadline of three years. • We established full compliance with processes and ethical alignment, adherence to compliance models and money laundering policy.• We raised the standard of customer satisfaction, even winning the A + Award at our Porto Velho unit.• We distinguished the profitability of the area and, in 2013, we achieved a remarkable position in profit and credit risk quality, ranking the unit among the best in size in the country and we were leaders with the highest profit within the Midwest North Network.

Estados De Goiás, Mato Grosso, Mato Grosso Do Sul E Distrito Federal

Responsible for the branch network at Santander in the states of Goiás, Mato Grosso, Mato Grosso do Sul and Distrito Federal• Objective: accelerate the growth of the customer base in the region and increase market share.• Results achieved with the increase of the customer base from 57 thousand to 128 thousand in five years.• We performed strongly in the achievement of payrolls.• We implemented a synergy project with the corporate segment team to achieve payrolls in the Information Technology sector in Brasília and Goiânia.• The successful growth of the customer base led to the expansion of the branch network in Brasilia, with the opening of the Sudoeste (South west) and Liberty Mall units in 2007.• In the corporate segment, we achieved a remarkable position in placing the regional as the largest loan portfolio of small and medium-sized companies in the national ranking, surpassing large metropolitan regions.• We overcame the crisis in the agribusiness segment between 2006/2007.The crisis, caused by the fall in the price of commodities, the devaluation of the dollar, the fall in productivity due to the disease known as soybean rust and drought, brought about a strong default in the sector. We positioned with proximity and negotiation capacity and even in the face of the turbulent scenario, we fit the PDD / MC and PDD / Assets indicator within the expected KPI

Brasília, Distrito Federal, Brasil

. General Manager of the Brasília unit of Santander Banespa Bank. Objective: Profitability and integration of the team into the Santander culture and model. Unit originally from Banespa, with a culture of civil service, excellent customer orientation, but low orientation towards generating business and results.We increased the loan portfolio through the implementation of strong commercial activity in payroll loans, real estate loans, loans to small and mid-market companies and the achievement of different awards in investments and campaigns.

Brasília, Distrito Federal, Brasil

• General Manager of the Taguatinga DF unit. Large agency with strong commercial vocation.• I experienced the Bradesco / BBVA merger process that took place between 2002 and 2003.• A unique opportunity to get to work with two very different cultures and business models.• I improved my leadership in the merger process and my ability to execute change management and lead teams in uncertain scenarios.

Brasília, Distrito Federal, Brasil

General Manager of Banco Bandeirantes units: Ceasa DF, 510 Sul (Large) and Industry Sector (Large).• I experienced two merger processes.2000 - Banco Bandeirantes and CGD – Caixa Geral de Depósitos.2000 - Banco Bandeirantes/GGD and Unibanco.• I learned to maintain the unity of the team and the focus on business growth, achieving results in scenarios of uncertainty and turbulent organizational climate with diffuse information.

Brasília, Distrito Federal, Brasil

• I held the positions of Full Business Manager, Senior and General Manager.• I experienced the merging process of Banco Nacional with Unibanco in 1995/96.• I realized and understood the flaws in the communication process.• I witnessed the leadership's weaknesses and lack of experience in leading a change management process.• I witnessed the reactions and learned about people's behavior in a chaotic and troubled communication scenario.

Brasília, Distrito Federal, Brasil

• Basis of my banking training.• I started as an assistant for Banco Auxiliar of São Paulo, and a year after Itaú bank acquired Brasilia branch, incorporating this unit into its branch network.• I went through all positions within a branch: cashier, supervisor, treasurer, administrative manager and relationship manager.• I highlight the important opportunity to get to know Itaú culture in its fundamentals and business model.

Master Of Business Administration (Mba), Gestão De Projetos

Pós Marketing, Business/Commerce, General