Experience

• 

  FARFETCH

  • Commercial Director Latin America

    • Jul 2021 - Present

• 

  Seara Alimentos LTDA

  • São Paulo, Brasil

  • Trade Marketing Director

    • Jan 2020 - Jul 2021
    • São Paulo, Brasil

    - Led and developed trade marketing strategy, ranging from creating and implementingcommercial execution strategy, annual promotional calendar and in-store visibility materials to win at the store.- Developed and implemented execution excellence process that provide the Commercial Team with more persuasive and tracking tools to approach the customers.

• 

  Procter & Gamble

  • United States
  • Manufacturing
  • 700 & Above Employee

  • Trade Marketing Modern Retail Director (Pharma and Food)

    • Nov 2018 - Jan 2020

    • Create, develop and lead trade commercial plans to modern retail customers • Design and develop proper capabilities to win with both pharma and food modern retail channel

  • Trade Marketing Pharma Channel Senior Manager

    • Mar 2016 - Nov 2018

    Structured and implemented Pharma Channel Trade Strategy, by defining:- Appropriate GTM strategy to win with 1) direct and 2) indirect chains and 3) independent stores- Annual trade plan and capabilities to develop each pharma sub-channel- Right group of people to support and serve Pharma Sales Team

• 

  Johnson & Johnson

  • United States
  • Hospitals and Health Care
  • 700 & Above Employee

  • Customer Development Latin America Associate Director

    • Jan 2014 - Feb 2016

    - Led and supported the development of Latin America sales strategy, focusing on shopper marketing initiatives for the region. These initiatives include the development of a regional channel strategy and the connection between global and local shopper marketing needs- Responsible for the roll out of training programs with innovative Customer Development tools, including hothouse partner across business to develop close and strong partnership with regional customers - Lead sales capabilities initiatives in order to support the development of the sales team, such as training, IT and analytics

  • Customer Development Business Unit Senior Manager

    • Jan 2012 - Jan 2014

    • Led a 45-people team who provided the sales force (responsible for 42% of company total revenue) with back- office services (sell out, trade marketing, sales intelligence and customer services) • Identified and implemented key operational processes improvement for customer services, ranging from implementing analytical tools to optimizing transportation costs, which leveraged logistic service levels by 40%.• Re-organized merchandising team, processes and routines, which reduced out-of stock levels by 15pp.• Increased sell-out performance from the indirect channel by 30pp

  • Sales Intelligence Manager

    • Jun 2009 - Jan 2012

    • Structured and implemented sales intelligence department: developed analytical models, started competitive intelligence cell and replaced 80% of the initial team.• Conducted a team of 15 people who provided periodic reports and conducted business analyses which supported Customer Development Staff to monitor the business key metrics and to identify growth opportunities. These analyses contributed to improve sales force performance that, in turn, increased company revenues by 10% and gross profit by 14%.

• 

  Votorantim Group

  • São Paulo Area, Brazil

  • Consultant

    • Jun 2003 - Jun 2006
    • São Paulo Area, Brazil

    • Improved board strategic focus by implementing periodic assessment of the board members and benchmarking with other Brazilian companies, contributing to their recognition as “The top family business in the world” in 2005.• Structured and implemented $1 million educational program in order to instruct the 29 founder family members to enable the future leaders of the company.