Brazil
Executive with more than 30 years of experience in the consumer goods industry, having worked for companies such as The Coca-Cola Company, Ambev, Danone and BRF, as well as international experience across the Middle East, Africa and Europe. Specialist in strategy, commercial transformation, P&L management, negotiation and market development, combining strategic vision with strong execution capabilities and leadership of multicultural teams. My professional journey combines corporate leadership, entrepreneurial experience and academic engagement, with a focus on strategy, commercial transformation, P&L management, negotiation and market development. In recent years, I have been directly involved in building and developing a business in the healthy food segment, expanding my perspective on innovation, entrepreneurship and brand growth.
Startup of functional and organic beverages. www.lifemix.com.br
A Brazilian multinational, the second largest food company in the world, with revenues of US$ 5.6 billion in 2014. Responsible for defining the area scope, strategy and structure at JBS Foods, JBS's processed foods division. Leadership of the team of 2,300, including 8 managers. Indirect leadership (dotted line) of 6 regional sales directors located throughout Brazil, monitoring sales performance and developing action plans with monthly turnover of US$ 156 million. Re-organized the merchandising area, implementing a new execution standard and variable compensation for supervisors linked to sales performance in retail outlets, reducing out-of-stock products by 9.3 pp at the point of sale. Introduced the "Perfect Store" concept, achieving a 12% growth in volume via improved execution at 850 stores. Led category management at Wal-Mart and other regional supermarket chains, achieving growth of 5.0% in volume for the client and 29.8% for JBS. By implementing structured business plans for 39 regional supermarket chains, grew sales by 27%, in comparison with a 7% growth in similar chains of the same channel.
A joint venture of BRF and a local partner for distribution in the United Arab Emirates with annual revenues of US$ 350 million in 2013. Led the turnaround of the company with a team of 1,119 professionals, from 23 nationalities and 13 different languages. Deployed P&L management by agency and sales channel (wholesalers, key accounts, retail and food service), which resulted in 35% reduction of the portfolio; developed a new pricing policy to ensure focus on profitability. Reviewed the organizational structure and hierarchical levels, reducing the headcount by 26%. Designed a logistics master plan, consolidating distribution centers (7 to 2) and outsourcing the fleet of 108 trucks, which resulted in a reduction of US$ 1.9 million in operating expenses per year. Reduced customer receivables terms by 7 days and the default rate by 54% (11.0% to 5.1%). The company achieved break even in 4 months, with growth of 6% in volume, 11% in revenue and 7.2pp in EBITDA (-3.1% to 4.1%).
A Brazilian multinational formed from the merger of Perdigão and Sadia, with revenues of US$ 9.5 billion in 2013. Responsible for the post-merger consolidation of the Trade Marketing areas of Perdigão, Sadia and Batavo. Leadership of a team of 4,548, including 7 managers. Budget of US$ 80 million. Led commercial activities to meet the goals established by CADE (Brazilian government antitrust agency) to approve the merger, regaining market share of the brands that should be sold by BRF, avoiding possible fines and litigation. Developed and implemented a recovery plan for Sadia to compensate for the lost volume following the suspension of 6 Perdigão categories. Led the KA commercial agreement negotiation, harmonizing Sadia and Perdigão and developing a new BRF contract standard that resulted in 1 p.p. margin growth. Participated in cross-functional groups, formed after the new board of directors and president were appointed, to redesign the commercial areas and review the planning processes of the company.
French multinational food manufacturer, market leader in dairy products. Revenues of US$ 375 million in 2009. Redefined scope, processes and structure of the area. Lead a team of 40 professionals and oversaw US$ 10 million budget. Defined strategic planning, guidelines, macro-activities and annual growth targets for each sales channel. Developed a communication tool for the dissemination of culture, alignment of goals and team training of the direct and indirect sales teams reaching monthly audience of over 3,000 professionals. Designed, implemented and led sales teams in the pioneering direct operations of the small retailers, turning it into the fastest growing channel in the company (36% by volume 2010 vs. 2009).