São Paulo, São Paulo, Brazil
My mission is to transform organizations, delivering strong results through well-executed strategies and high-performance teams! I've been doing this over almost 30 years of experience, and specially on my 11 years as CEO of leading companies around the world. I have built my international career with over 10 years of experience in the Wine and Spirits industry, with DIAGEO. My journey began in 2003 as Sales Director in Mexico, a position I held until 2006. Subsequently, I managed operations across Central America, Ecuador, Cuba, and San Andrés while based in Costa Rica, a role I held until 2010. I then transitioned to CEO for Italy and Switzerland, based in Italy, where I served for the next three years. Upon returning to Brazil in 2013, I joined JDE (formerly D.E. Master Blenders) as Sales Director. JDE is the world’s largest coffee company and a market leader in Brazil, owning iconic brands such as Pilão, Caboclo and Damasco. In January 2016, I joined DANONE as Vice President of Sales, where I was responsible for developing and executing the commercial strategy while leading a team of over 1,500 people. I held this position until July 2017, when I decided to pursue new challenges. In September 2018, I assumed the role of CEO at CIA. MULLER DE BEBIDAS (CMB), Brazil’s largest distilled spirits producer and the global leader in the cachaça category with its flagship brand, Cachaça 51. Over four consecutive years of growth, we achieved a solid turnaround, gaining market share, doubling the business, and significantly improving profitability. This success was driven by a cultural transformation, a comprehensive restructuring, and a strategic overhaul. After completing this incredible journey, I took a sabbatical and, in October 2024, embarked on a new chapter collaborating with ACON INVESTMENTS, a private equity firm, where I am helping to accelerating the growth of its portfolio companies. I’m Brazilian, 55 years old, speak English, Spanish, Portuguese and Italian, with a Bachelor Degree in Business Administration at FGV – FUNDAÇÃO GETÚLIO VARGAS, post graduated at UNIVERSITY OF CALIFORNIA AT BERKELEY and member of IBGC – INSTITUTO BRASILEIRO DE GOVERNANÇA CORPORATIVA through the Development Program to Board Council – 2017 (72nd edition).
TEAM: 5 direct reports people and 1200 indirectly ones. • Responsible for Total Business Performance, including Industrial and Agricultural manufacturing areas. • Developed a new 5-year Strategy, aligned with a new Purpose, and consequent execution of the Annual Operational Plan. • Led the Cultural Transformation of the organization through inspiration, engagement, motivation, and alignment. • Developed and promoted Innovation acceleration, brand repositioning, Go-to-Market, and organizational restructuring. • Ensured the highest standards of Compliance and Governance through effective controls implemented in all areas. • Strengthened relationships with key stakeholders: Board Members, Shareholders, Customers, Suppliers, and Class Associations. • Established a new plan for People Management, focused on Attraction, Development, and Retention of Talents. • Defined and implemented the ESG agenda as a strategic pillar. • Identified business opportunities through Acquisitions and Partnerships.
TEAM: 6 direct reports and over 1500 indirect ones. • Responsible for developing and executing the Commercial Strategy in order to deliver the Annual Operational Plan. • Established and consolidated Commercial Relationships with key customers throughout Brazil, ensuring mutual high performance. • Developed and implemented Portfolio, Pricing Strategy, Revenue Optimization, and organizational restructuring. • Led the entire organization through inspiration, engagement, motivation, and alignment to achieve business goals and objectives. • Reviewed Promo & Pricing process, Trade Strategy, and implementation of new Go-to-Market to gain Distribution
TEAM: 7 direct reports and over 1000 indirect ones. • Responsible for developing and executing the Commercial Strategy with the objective of delivering the Annual Operational Plan. • Led the Cultural Change and Transformation of the Sales Organization, oriented to Sell Out. • Established a new Commercial Structure, integrating Field Managers to the Execution in Stores and Indirect Channels. • Implemented the new Go-to-Market, increasing numeric and weighted distribution via distributor management, Point of Sale (PoS) activation, Merchandiser optimization, and out of stock reduction. • Developed and executed Commercial Cycles, Pricing and Channels Strategy, strengthened commercial relationships with Top Customers and implemented Talent agenda and Innovation execution.
TEAM: 9 direct reports and 270 indirect ones. • Responsible for the Region's Total Performance through the development and execution of the 3–5-year vision and strategy. • Developed and implemented the best Operational Model to integrate Switzerland and functionally support both countries. • Led the entire organization by inspiring, motivating, engaging, and aligning objectives to achieve the Annual Operational Plan. • Protected and strengthened Diageo's reputation locally, managing Corporate Relations with local and external associates. • Led the management of the P&L, ensuring that effective controls were implemented according to the Compliance agenda. • Reviewed and implemented the best Go-to-Market and new structure focused on Super-Premium Portfolio. • Strengthened relationships with key Clients, talent development, and Innovation commercialization. • Identified business opportunities through Acquisitions and Partnerships.
TEAM: 5 direct reports and 400 indirect ones • Responsible for Total Performance for Costa Rica, Panama, Guatemala, El Salvador, Honduras, Nicaragua, Ecuador, Cuba, and San Andres. • Managed complex commercial relationships, cross functional teams, and volatile markets. • Developed M&A projects, consolidated Distributors, optimized Supply Chain, and conducted organizational restructuring. • Ensured partnership development, value chain management, brand plans, and people development. • Led the Go-to-Market restructuring in the region.
TEAM: 6 direct reports and 80 indirect ones. • Responsible for development and implementation of the Sales Strategy to achieve Annual Operating Plan. • Developed and implemented the Trade Strategy and Commercial Plans for the customers • Designed and implemented the organizational structure with new functional and leadership requirements. • Established appropriate sales reporting, data management, forecasting and performance measurement systems. • Lead the design and implementation of the new Route To Consumer in accordance to market needs