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Work Background
Valoriza AgroMarketing and Business Director
Sep. 2024Minas Gerais, Brasil• Defines and implements corporate strategic plan and business strategies for the own branded portfolio (organofertilizers, foliars, and biologicals), with competitive differentiation. Reinforcement in the positioning in Regenerative Agriculture and seeks partnerships in this new market.
• In alignment with the commercial team, reformulated the sales and distribution policy, including commercial expansion by implementing market access through commercial representatives.
• Drives brand renewal and own branded portfolio value proposition, aiming to create superior market positioning, as well as boosting Digital Marketing. Strengthened the Pricing and Barter areas, achieving results in short term.
• Ahead of digital transformation in IT, the CRM platform was reformulated, in order to improve commercial performance towards customers.
• Successfully manages and controls investments in Marketing, ensuring efficiency in Investment X actions performed.
Vaccinar Nutrição AnimalDirector | Marketing | Strategic Planning | Innovation and IT | CSO | CMO
May. 2023 - Jul. 2024Curitiba, Paraná, Brasil• Restructured the Marketing department (Access, Market Intelligence, Planning), overcoming the challenge of the headquarters transition from MG to PR, rehiring of 50% of the team.
• The reformulation of the S&OP process recovered revenue and commercial performance in the 1st half of 2024, through greater transparency of market opportunities and more efficient capacity to set goals.
• Implemented a CRM platform with customer mapping, increasing the transparency of Penetration and Customer Share levels in key regions, enabling the company to better address commercial issues.
• Pricing strategy was reset, aiming margin optimization and a more detailed (multilevel) P&L analyses by sales region was set, minimizing losses.
• A strong digital presence was achieved, highlighting the company in the market with greater exposure in social media and channels specialized in Nutrition, also obtaining effective conversion of leads into sales.
Summit Agricultural GroupManaging Director and Business Director
Jun. 2019 - Apr. 2023BrazilStructuring and leadership of Summit Seed Distribution, introducing the STINE Seed brand in Brazil starting in corn and preparation for soybean markets. Starting with MT in 2019 and expanding to PA, MA, PI, TO, GO, MS, MG and RO in the following years. Well defined Strategic goals and tactical execution, development of teams, processes, systems and policies to support the business growth, achieving high market penetration in a short period of time with relevant share in large groups and farmers. P&L management with balanced budget and efficient cost management, thus meeting investor expectations. Reporting directly to the President of the Group in the USA, Summit is very close to Stine Seed Company and is an American agricultural group, which manages investment funds, agricultural and industrial operations, highlighting the first 100% corn-based ethanol plants in Brazil.
IndigoMarketing and Business Development Senior Consultant
Nov. 2018 - May. 2019São Paulo Area, Brazil• Interim management contract for the organization and leadership of the Marketing and Business areas, with an initial focus on MT.
• Responsible for the development of business, products, pricing and campaigns essential for the fast establishment of the company in the market.
Bayer CropScienceMarketing and Business Director (Seed Treatment Business Unit)
Apr. 2014 - Sep. 2017São Paulo Area, BrazilResponsible for Industrial Seed Treatment B2B sales, P&L and Marketing / Product Development of the entire Seed Treatment Business Unit (USD 700 Mio market at the time), the portfolio encompassed chemical, film coatings and biological products. Leadership and development of a management team responsible for Products, Marketing, Industrial Services for Seed Treatment Equipment, integrated solutions for the farmer and industry, national and international partnership with other companies to complement the portfolio, campaigns, business management, contact with associations, class entities and the press.
Strong progress in results with seed companies and seed multipliers, achieving significant level of market share over the years. Biological company integration (M&A).
Bayer CropScienceStrategic Planning and Commercial Processes Director (Business Excellence)
Mar. 2012 - Mar. 2014BrazilThe SP and BE area was enlarged, assuming other commercial disciplines, like customer contact center, pricing and campaigns management, the area was settled to shape the company´s plan and design commercial procedures consistent enough to support the growth in the upcoming years, identifying main gaps and gathering the leaders to choose best ways to gain market space, setting a comprehensive strategic planning and commercial activities for crop protection business (USD 8 bi market at the time, in soy, corn, cotton, sugarcane, among others), KPIs definition and tracking in coordination with Supply Chain, Commercial and MKT areas, S&OP, prices, sales excellence with customers identification, classification and interaction, talents attraction and development. 42 people in the team, 9 managers and specialists responsible for pricing, strategic planning, commercial training, customer contact center and campaigns.
Through consistent strategic planning, we challenged the organization to become more customer-centric and think beyond products, with that, from the 1st year on, we achieved consistent market share gains. That plan, built in co-creation with dozens of people, could count on an effective implementation once we he had common goals built by a large team and well-defined steps to get there.
Bayer CropScienceStrategic Planning and Business Excellence Manager
Apr. 2007 - Mar. 2012São Paulo, BrasilResponsible for strategic planning and business management of crop protection market (5 to 10 year plan) budgets, forecasts, KPIs definition and tracking, operational excellence optimizing sales activity in alignment with the strategy implementation. Talent attraction and development as a priority. During that time, some of the most important contributions for the company were the implementation of processes to intensify the commercial team's interactions with customers, bureaucracy diminishment and increasing the time dedicated to sales by more than 25%, commercial structure reshape and consistent investments plan to support business growth in upcoming years. Working capital gains were also possible through the rationalization and defragmentation of planning processes (supply chain, finance and sales).
ElectroluxSales Intelligence ; Marketing Information Manager
Jul. 2004 - Feb. 2007São Paulo, BrasilResponsible for business planning, pricing analysis, business intelligence, managing multiple information sources (field and channels, sell In/Out, peak pricing, EDI Electronic Data Interchange), Cost to Serve administration, COGs and profitability, management of cooperative advertising resources with large retail channels. Leadership of a team of 5 members who are experts in their areas.
Significant results achieved in terms of cost reduction, production and demand adjustment in coordination with the supply chain in the S&OP process. Development of an online platform for collecting retail information, making the decision-making process in trade marketing and sales more agile. Development of trade marketing was key to the company's success in several target categories.
Syngenta Seeds Ltda.Marketing Services Manager
Jan. 2000 - Dec. 2004São Paulo, BrasilResponsible for planning and business intelligence, internet solutions, channel classification, advertising and promotion, marketing campaigns, commercial policy, sales force incentives and sales territory management. Reporting to the Sales and Marketing Head.
Great progress in the GTM (go to market) strategy with channel selection, reducing the number of distributors by around 30%. As a result, the company became more attractive in terms of incentives and margins, with greater market potential for each distributor.
The sales territory management brought clarity about the open market opportunities and it was possible, at that time, to position the company among the top 3 corn seed companies in Brazil.
Syngenta Seeds Ltda.Business Administration functions
May. 1988 - Oct. 2000São Paulo, Brasil
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