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Network Power<100 people
Roles
👍75%
Sales & BizDev
💰50%
Investor & VC
🔥50%
Startup Founder
Geos
🇧🇷50%
Brazil
Work Background
Città TelecomComercial
Jan. 2024Report VP Comercial
Tower Aviation & TechnolgyHead Comercial
Jan. 2023 - Dec. 2024Report:CEO
Responsável pela liderança da área comercial de manutenção de aeronaves bem como compra e venda de peças.
Mhnet TelecomHead Comercial Corporativo
Sep. 2022 - Nov. 2023Reporte: CEO
Equipe de 12 colaboradores divididos entre gerentes comerciais, engenheiros de soluções e adm.
Responsável pelas vendas, atendimento e relacionamento com clientes do mercado corporativo nos 5 estados (300 cidades) que a empresa atua. Receita de R$ 54 milhões por ano.
- Implantação de cultura no time comercial voltada para resultados através de metas de vendas mensais, gestão da receita e relacionamento com os clientes.
- Vendas mensais de aproximadamente R$ 90.000,00, 120% de crescimento. (2022 x 2023)
CCS TelecomCommercial Head
Jan. 2021 - Dec. 2022Reports to the CEO. Team: 15 people in Telemarketing, External Sales and Store areas.
• Responsible for prospecting new residential, corporative customers and for the Marketing area. • As well as professionalizing the commercial team with new management practices, controls and transparency, the mission includes making use of all corporative market (B2B) experience to expand CCS presence in this segment.
• Monitoring pipeline, indicators and KPI management.
• Relations with stakeholders.
Independent Sales, Marketing and Strategy ConsultancyIndependent Sales, Marketing and Strategy Consultant
Jan. 2017 - Dec. 2020BrasilExecution and development of commercial strategy, training and representation at Telecom, Technology, Cloud, Software companies such as: Secmon Serviços – this technology segment company assembled a vertical structure to work with providers to qualify them in selling value-added services to their corporate customers (security, Wi-Fi and SD-Wan); responsible for MG, RJ, ES States, adding Dinâmica (ES) and WELNET (RJ) providers to the company portfolio; Suplax Indústria - nutrition company; financial situation diagnosis and commercial practice reorganization; Flex Relacionamentos Inteligentes – this contact center company assembled a vertical structure oriented toward cloud-related services such as virtual agents, chatbot, contact center and IP extensions; responsible for RJ and MG States in managing existing customers and prospecting new ones; TNB Telecom - internet provider oriented toward the corporate market, utilizing radio technology; reorganizing in-house and outsourced commercial teams, seeking to leverage sales.
EmbratelCommercial Service Director
Jan. 2013 - Dec. 2016Rio de Janeiro Area, BrazilReported to the Executive Director. Team: 35 people.
• Responsible for prospecting new customers and operating value-added services (Cloud PABX, video-conference and EDI) in the SaaS - Software as a Service model.
• Research, development and coordination in deploying the Avaya unified communication platform with capacity for 22,000 internal phone lines, 2,000 call centers positions and 2,000 IVRs doors (BRL 8 million Investment), gaining major customers such as Light, Tracbel, Seac and Philip Morris, adding BRL 800,000/month in revenue.
• Development and implementation of new payment-automation products through self-service kiosks and mobile equipment for external teams, driving business worth an estimated BRL 1.1 million/month.
EmbratelService Director
Jan. 2012 - Dec. 2013São Paulo Area, BrazilReported to the Executive Director. Team: 30 people.
• Responsible for the strategic project to restructure technical-service teams and recover major customers. Leader of the strategic project to improve service to major customers, involving process redesign, new-technology deployment and team restructuring, reducing average telecom service interruption time from 3.5 hours to up to 2 hours.
EmbratelCommercial Director
Jan. 2009 - Dec. 2012Reported to the Executive Director
• Responsible for sales, service and customer-relations in the southern region corporate market, for companies such as HSBC, Gerdau, Lojas Renner, Tigre, Banrisul; revenue of BRL 480 million/year.
• Implementation of the quality improvement model at the largest customers, with critical-site and recurring-call mapping, driving new revenue by contracting contingency and reducing interruptions. These actions culminated in 80% recurring-fault reduction and closure of new-business deals.
EmbratelCommercial Manager BA
Jan. 2006 - Dec. 2009Salvador Area, BrazilReported to the Executive Director
• Responsible for sales and service for Corporate Market customers in Bahia.
• Commercial team restructuring, better relations with major customers such as Odebrecht, Bahia State Government, and Basecard, entry to the medium- and small-account market by strengthening external channels. As a result, annual regional sales jumped from BRL 48 million in 2006 to BRL 84 million in 2008.
EmbratelNational Sales Manager - Prepaid Cards
Jan. 2003 - Dec. 2006Rio de Janeiro Area, BrazilReported to the National Sales Director
Team: 15 people
• Responsible for Prepaid Card Sales and Marketing in Brazil for major Retail customers.
• Structuring a team with 15 professionals in 7 state capitals, establishing aggressive sales targets, support with merchandising material, card layout, and new-technology development. As a result, annual product sales went from BRL7 million in 2002 to BRL 14 million in 2004.
Brasil CenterCall Center General Manager
Jan. 1999 - Dec. 2003Reporte ao Diretor de Atendimento. Equipe de 1.000 colaboradores. - Responsável pela gestão de equipes de Atendimento (gerentes, supervisores e operadores) bem como de Treinamento, Recursos Humanos e Administrativo em 2 sites: Goiânia e Juiz de Fora e nos sites Rio de Janeiro e São Paulo.
- Implantação de cultura de avaliação e desempenho, formalização de feedback e valorização do funcionário através de qualidade do ambiente de trabalho e melhores práticas de RH.
- Reestruturação do processo de gestão de Call Center Internacional da Embratel (RJ) por meio de contratação/promoção de lideranças para cada tipo de atividade e implantando uma cultura de meritocracia; redimensionamento de equipes de atendimento, readequação do ambiente de trabalho. Como resultado, as perdas de chamadas passaram de 30% para 5%
NETMarketing Supervisor
Mar. 1997 - Jan. 1998Rio de Janeiro Area, BrazilReporte ao Diretor Comercial. Equipe: 3 colaboradores. - Responsável pelo relacionamento com os clientes da NET no Rio de Janeiro.
- Participação ativa em projeto para melhoria do atendimento do call center através de mapeamento de processos e sistemas liderado pela consultoria Price e envolvimento de todas as áreas da empresa.
- Gestão de campanhas de Marketing para os assinantes. - Análise de Churn.
MultiplanMarketing Analyst
Jan. 1996 - Jan. 1997
FabricasaEntrepreneur
Jan. 1992 - Dec. 1995Rio de Janeiro Area, Brazil
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