Business and/or commercial manager

- To provide coaching for commercial teams (sales, trade marketing and distribution) under my leadership;
- To define business strategy for the third largest market (Minas Gerais State and States from Northeast Region), which led to a SoM evolution from 3,8% to 6,3% in the period;
- To manage relationship with indirect sales channels (distributors, wholesalers and key accounts), resulting in partnership enhancement and operational efficiency;
- To maximize financial indicators (overheads and investments), reaching 25% resources optimization;
- To manage annual commercial budget (trade marketing expenses, direct marketing expenses, allowances and compensations), including 30% savings without losing route to market;
- To support direct sales channel expansion, what means building a distribution center and jumping from 25 to more than 100 employees;
- To guarantee KPI's achievement (sales volume, market share and OCI), becoming TOP performance of 2017. 

- To lead trade marketing team at the biggest Brazilian market, which means planning and execution of all trade marketing strategies (awareness, trial and brand adoption);
- To boost trade engagement and, as its consequence, manage short term people increase at department (from 60 up to 100);
- Despite of trade engagement boost need, a 20% trade expenses budget optimization was reached;
- To support fast weighted coverage growth, establishing almost 80% market penetration;
- To take advantage of seasonality to enhance brand building, accomplished through Summer and Winter Projects deployment;
- To work in collaboration with area sales managers in order to fulfill business unit goals, resulting in Marlboro brand leadership for the first time in recent market history.
- Top performance of 2014

- To lead trade marketing team at the second largest market in Brazil, which means planning and execution of all trade marketing strategies (awareness, trial and brand adoption);
- To inject passion at Rio de Janeiro commercial team after deep organizational changes; resulting in the first place at TOP Performance Program (excellence in execution) contest within all direct operations of Brazilian affiliate;
- To take advantage of seasonality to enhance brand building, accomplished through Summer Project deployment (best performance of 2012 within participating states);
- To reshape commercial structure in Rio de Janeiro (distributors takeover, route planning efficiency, back office optimization, team integration and distribution center replacement). All efforts culminated to reach historical 10% SoM;
- Top performance of 2012.

- To manage regional and national (at regional level) contracts with c-stores, supermarkets and cash & carry chains, such as Walmart, Carrefour, GPA (Casino), Shell and others;
- To define regional key account (nine relevant players -more than 120 stores-) strategy aligned with general trade plans, resulting in business growth as a whole;
- To develop tobacco category (category management), which led to sales incentives and trade programs customization such as sell-out campaigns, trade activities and special training to clerks, coupons for consumers and so on;
- To reshape business model with chains, achieved through contract renewals based on sell-in and sell-out performances instead of up-front payments only (win-win negotiation);
- To nurture a solid relationship with chain's owners, having as consequence their participation at Brazil's F1 Grand Prix VIP lounge;
- Top performance of 2010.

- To plan and deploy consumer focused activities in Rio Grande do Sul State;
- To build a consistent touch point platform for brand communication, resulting in a very well balanced mix of night clubs, bars, restaurants and music venues;
- To maintain third party events coverage. In fact, with same budget more events were contracted, what led to budget maximization (a lower cost per event in previous year comparison);
- To grow direct consumer contacts (targets were overcame in both years);
- To enhance L&M brand awareness, what was achieved, among other initiatives, by outstanding participation in the third world largest Oktoberfest which takes place at Santa Cruz do Sul City (strong German culture due to immigration);
- To manage third party agencies in other to guarantee service level agreement standards;
- To take advantage of seasonality to boost brand building, specially during Gramado Winter season (when the most important Brazilian Film Festival happens);
- To coordinate sales booths operation during F1 Grand Prix, resulting in a record of pack sales during the three days;
- Top performance of 2009.

Master of Business Administration
Bachelor of Marketing