Colunista

• Jul 2023 - Present

Global CHRO and Coordinator of the People and Organizational Development Committee

• Nov 2020 - Present

Founder

• Jan 2017 - Present

A AL+ nasce do encontro de duas paixões de seu idealizador, o executivo Adriano Lima: de um lado, o interesse genuíno de escutar, compreender e desenvolver pessoas; de outro, a habilidade e a satisfação em ajudar Indivíduos, Times e Organizações a atingir um novo patamar de excelência, em um nível de performance alto e sustentável. Com o Propósito claro em contribuir para uma Genuína valorização da Gestão de Pessoas. AL+ People & Performance Solutions está alicerçada nas competências e realizações de seu fundador, que em carreira executiva de 25 anos atuou com desafios de post-merger integration, business turnaround, start up, HR transformation, mentoring, assessment e desenho de estruturas e executivos C Level, talent management e desenvolvimento de lideranças, em empresas como Unilever Bestfoods, MasterCard, Itaú Unibanco e Dasa. Fazer a diferença em projetos executivos é o negócio da AL+. Mais do que uma consultoria, o business partner ideal para atingir e superar resultados significativos. Show less

Partner

• Nov 2018 - Jun 2020

A Neon é uma empresa de tecnologia e design focada em simplificar a forma como as pessoas se relacionam com sua grana. Abra sua conta, experimente. A Neon está entre as 250 fintechs mais promissoras de 2018, de acordo com o relatório The Fintech 250: The Top Fintech Startups Of 2018, da CB Insights. A Neon é uma empresa de tecnologia e design focada em simplificar a forma como as pessoas se relacionam com sua grana. Abra sua conta, experimente. A Neon está entre as 250 fintechs mais promissoras de 2018, de acordo com o relatório The Fintech 250: The Top Fintech Startups Of 2018, da CB Insights.

Vice President - People, Strategy & Planning, Continuous Improvement, PMO, Quality, Call Center.

• Jul 2014 - Jan 2017

DASA is the largest private medical diagnostics company in Latin America offering a portfolio of over 3,000 clinical analysis and imaging tests.Reporting to the CEO and to the Board, was responsible for all HR functions, Strategic Planning, Quality, PMO, Continuous Improvement, Service Excellence and Call Center. Managed a team of 2800 people with 6 direct reports. In 2016, by significantly contributing as an executive area to completing Dasa's turnaround cycle, I achieved a 115.1% target surpass result, standing as one of the best performing executives in both 2015 and 2016. Reduction of 3,000 employees in two years (from 20,000 to 17,000) without union impact, as well as no increase in labor liabilities. Through the implementation of the zero base budget in conjunction with the financial area, it achieved operational efficiency by reducing personnel costs over gross revenue by 3pp. The minimum goal was to minimize the impact of collective bargaining increase through efficiency in the management of personnel costs. In 2016, we went beyond that. For a target of personnel expenses of R$ 930.2 MM, the real reached R$ 866.4 MM (93% of budgeted). This result could not be accompanied by labor liabilities, much less worsening service and customer satisfaction. This work on efficiency in personnel expenses was one of the most significant contributions for Dasa to increase its EBITDA by 29% from 2014 to 2016. Very focused on a continuous reduction of non customer related expenses and other low value as to the level of customer service, operational excellence and medical quality. Coordination of some strategic tools to improve customer service, strong emphasis on customer service training and implementation of KPIS’s to the monthly customer committee. These initiatives contributed heavily to the 5 p. Increase in the KPI Dasa of Customer Satisfaction (NPS Net Promoter Score). Reduction of the voluntary turnover KPI from 24.6% in 2014 to 11.2% in 2016. Show less

Human Resources Director

• May 2013 - Jan 2014

Reporting to the HR and Operations Vice-President, was responsible for all Corporate HR processes, products and operations as well as the Business Partner for the non-commercial areas. Responsible for Union Relations and Bank Representative at Febraban (National Federation of Banks). Management of 100 people team and a budget of R$ 1 billion. Reporting to the HR and Operations Vice-President, was responsible for all Corporate HR processes, products and operations as well as the Business Partner for the non-commercial areas. Responsible for Union Relations and Bank Representative at Febraban (National Federation of Banks). Management of 100 people team and a budget of R$ 1 billion.

HR Director - Talent Management, International Units and Business Partner for Retail businesses

• Jun 2008 - May 2013

HR Director Business Partner for Retail business Reporting to the HR, Marketing, Efficiency and Corporate Reputation Vice-President, I was the HR Business Partner for the Retail, Small & Middle Market and Vehicles Businesses. Having a team of 100 people with 6 direct reports, we managed a total of 70.000 employees and businesses responsible for 60% of the bank’s bottom line result. HR Director For Talent Management and International Units Reporting to the HR and International Units Vice-President, I was the HR Director responsible for the Talent Management processes, including Staffing, Recruitment and Retention strategies, Organizational Design, Training and Development, Performance Enhancement, National and International Talent Programs, Succession Plans and Diversity. Was also the HR Business Partner for the International Retail (Argentina, Chile, Paraguay, Uruguay and Mexico) and Wealth Management Services (Miami, New York, London, Lisbon, Luxembourg, Zurich offices) Units. Show less

Member of the Board

• Jul 2009 - Jun 2011

Strategy and Planning / HR Vice-President (Chief of Staff)

• Jul 2001 - Jun 2008

Reporting to the South of Latin America General Manager, I was responsible for the development, management and coordination of the region initiatives, including the implementation of the strategy, planning, monthly and quarterly management processes. Countries under South of Latin America region are: Argentina, Bolivia, Brazil, Chile, Paraguay, Peru and Uruguay. Reporting to the South of Latin America General Manager, I was responsible for the development, management and coordination of the region initiatives, including the implementation of the strategy, planning, monthly and quarterly management processes. Countries under South of Latin America region are: Argentina, Bolivia, Brazil, Chile, Paraguay, Peru and Uruguay.

HR SR Manager

• Jul 2000 - Jul 2001

HR Manager

• Jul 1996 - Jul 2000

• Building the Human Resources Development area and structuring the vision, mission, policies, performance indicators, along with the team to achieve the results proposed; the objective was to recover the credibility and satisfaction of internal clients. • Implementation of RMB’s Commercial Faculty aiming to accelerate the company’s change process and develop the sales competencies that would allow it to achieve targeted commercial results and transform the industrial culture to a commercial-driven business. • Implementation of the Performance Enhancement Process and the Balanced Scorecard at management level aligning 100 % of the business units and people to the commercial objectives, while recognizing individual performance through the variable compensation system based on performance. • Management of the fasing-out of Itatiaia’s plant, as part of the spin-off of the Corn Refining Business having structured and implemented a relocation program for all 120 employees. • Implementation of the EVA management concept for 100% of Bestfoods Brazil´s managers, leading the process together with the financial department. Show less

HR Manager

• Jul 1989 - Jul 1996

• Building of the Human Resources area of the São Paulo Amil affiliate, having achieved a growth of 40% in the internal customer satisfaction indicator. • Formation of an entrepreneur team under the job cells concept, targeting to assist the leaders of the company in terms of new employee selection, performance and potential evaluation, training and development plans, compensation policies and quality assurance. • Management of the Customer Service area leveraging tools and processes to maximize customer satisfaction level and assure right organization and competencies to surpass customer needs. • Management of the Amil Administration School focusing on the development of employees, customers and suppliers and achieving an average of 19 days of training per employee/year. • Participation in the job rotation program, performing as a Commercial Manager during 6 months when I was responsible for 40 salesmen. During this period, the individual sales results presented a growth of 15%. • Management of the Farmalife company start-up in São Paulo (Amil Group´s drugstore business ). • Leader of the variable compensation project implementation in 1990, based on individual and company performance. Show less