INFORMATEC: From August/2005 to November/2012 - Structuring the sales department of the company, which previously had only 2 people, and was under the direct management of the CEO.

Full commercial management : Introduction of new internal processes to organize the flow of trade, aiming the adoption of a methodology for customer service, formal business proposals, concept of pipeline, building a department in charge of Contracts and its management (focusing in maximize recurring revenue and to improve services contracts), structuring pre-sales engineering team to ensure technical support to the account managers team.

Definition of "account manager" job, interviewing and hiring thereof, to direct attention to the PBX Manufacturers.

Implementation of Road Shows programming, in order to Business Partners training (the leading PBX manufacturers operating in the Brazilian market: Siemens, NEC, Damovo, Leucotron, Avaya)

"Account managers" Goals and results management, monitoring field services, pre-sales meetings and prospects visitation.

Direct support to the "board" in the restructuring the product portfolio, reviewing lifecycle thereof, defining processes of new product releases and commercial retrofitting concepts, as well as its pricing, setting the rules for sales channels, Manufacturers and End Consumer.

Consolidation of direct channels services, composed of 80 dealerships, starting from trade policies with the Master Distributor, order flow and maturation of resale policy, then improving "phase out" distribution process, in order to rescue confidence from that channel.

Direct interaction with the executive "board" for negotiation and establishment of annual sales goals.

MARKETING MANAGEMENT: In charge of marketing strategy and company image policies, hiring Press office with consistent profile bonding to the company's budget and emergencial needs; management of a systematic email marketing process that supported prospecting for leads, preparing the communication process to effectively attract proper visibility to the company in the telecom market; Inception of "outbound" content, writing articles and participating in interviews published in newspapers as Gazeta Mercantil and Teletime Magazine.

Developing a brand awareness, taking advantage of the 15 years story of the company (website "facelift", development of printed material such as brochures and marketing and product catalog, acting as the spokesperson for generating company's exposure, spontaneous media and providing guidelines of company's portfolio and solutions in reference telecom press vehicles as Teletime magazine, Adnews, CRN Magazine, PC World, Gazeta Mercantil and Radio Eldorado) - TELECOM CLIPPING LINK

New Products: Creating an ARU bundle, integrating software and hardware in order to streamline the purchasing decision of the target market, which previously depended on acquiring hardware for separate software installation process. This new product has quadrupled the sales of Voice products from 2009 to 2010.

Definition of trade policy to Managed Services, which converged to the implementation of an outsourced Tarifation Bureau; From 2009 to 2011, the company turned to establishing itselfas a solid and reliable player in the "managed services" TEM( Telecom Expenses Management) market, creating specific services building blocks, thus meeting the growing demand of that market for a reliable provider not of software, but for management services in Telecom Expenses instead .

Increasing the company's revenue after portfolio improvement, to the extent of "cloud" services over the hiring of deployment steps and configuration, "body shop"(specialized local or remote teams allocation) for effective management system and accounting and general expenses management in the environment of Telecom customer.This new services branch brought contracts with companies such as Merck Laboratories, EMS, Banco Safra, Catho, Banco Cacique / Pecunia, Rede Bandeirantes TV operators and Connected and Intertelco mobile operators.

In 2012, the successful TEM (Telecom Expenses Management) services unit called "Infoservices Core", representing more than 20% of company revenues, became autonomous as the spin-off "Informatec Technology" company, the result of T.E.M. staff from Informatec joining with Navita, bechmark company in the brazilian T.E.M. market.

Results: Working ahead of the Commercial department brought sales increment equivalent to an average of 20% per year from Jan/2006 to Dec/2011, growth on which service contracts, based on managed services and recurring license ("SaaS") and remote system management, had the largest share (representing about 25% of sales, compared with less than 10% before 2006).

NATURA.NET: From August/1999 to November/2000 - Conceptual and strategic WebSite management - Project Guidelines for Consumer, Medical and Press communities.

"Welfare Well" website content area development: Text editing and Content management.

Website Information Hierarchy definition.

Creation of campaigns and concepts of banners to publicize the site

Development partner definition and hiring; Partner Development / Web Site Management / Website content approval and publishing / Management of staff and outsourced IT partners allocated to the project

Pilot e-commerce operation coordination (Curitiba city beta-tester public, in Paraná-Brazil)

Natura.net Results

(Targets: evolution and consolidation of "opt-ins" email registrants)

NATURA: July/1994 to July/1999 (In charge of 25 Sales Supervisors / 8.000 resellers) - Hiring / Evaluation / Training / Goals Development / Funds management/ Team Recognition and Motivation strategies / Local Brand Sales Representative / Annual Strategic Operation Plan.

Only Sales Manager to achieve all the sales goals of São Paulo Market Management Team (Available resellers Qty, Profitability, % Activity, turnover);

Growth in percentage share (contribution) results in capital of 30% to 32% from 95 to 98 (increase of 7% over net sales: from R$ 23 to R$ 25 million, while the whole region sales fell -1% in the same period );

Lower rate of bad debt of São Paulo and Brazil = 1.37% (SP = 1.72% = 2.8% and Brazil) and lower growth of this KPI from 1997 to 1998;

Best overshoot on the Target Sales in 98 (101%);

Smaller increase in the percentage of Inactivity Resellers in São Paulo (7.98% versus 12% of Market Management Team);

Highest percentage YTD Inactive Resellers reactivation and further evolution of this KPI comparing 1998 to 1997 (14% of growth, compared to 4% of the whole Market Manager Team).

CERAFLAME: From April/2004 to August/2003 - Initially hired to diagnose and suggest changes to the direct sales channel business model and to develop new growth prospects and sales forecast for the end of 2003 and 2004, had his contract extended to improve the business processes of "ongoing" Direct Selling Operation, actual results as follows:

Commercial guidelines statements and strategic Business Plan development independt distributors channel, emphasizing the resumption of relations, organization of business processes, Promotional strategy definition , communication support and media training.

Channel management consists of 20 distributors in nine states, and contacts to prospect for expansion of the frame.

Responsible for sales growth of 30% in the period up from October to December 2003 with minimum direct inversion, being in direct charge of promotional policies, consolidating solid business rules along with Independent Distributors, improving support materials and business process.