Marcelo Dutra - COO, AeC

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Work Background

AeCClients Director

Feb. 2023São Paulo, Brasil · Hybrid

Board ClubBoard Member

Sep. 2022São Paulo e RegiãoBoard member.

FIS BrasilBPO Director

Nov. 2021 - Jan. 2023São Paulo e Região▪ Main responsible for Strategies and Rules Fraud Prevention group serving 16 issuers processing on FIS platforms (1 manager e 20 Fraud Specialists). ▪ Management of Transactional and Onboarding Fraud Operations for Credit and Debit (there are 28 issuers, including the ones that don’t process on FIS platforms). – 6 operations managers withs 10 coordinators, 76 supervisors and 1.900 fraud prevention technicians (placed in Barueri/Alphaville – the biggest Fraud Prevention center in Latin America). ▪ Main executive for Contact Center and Colletions operations of 8 issuers processing on FIS platforms. There are 480 workstations and services through Virtual Agents (24% overall answered calls through this channel and counting). – 3 managers as direct reports wiht 10 coordinators, 38 supervisors e 1.100 representatives (placed in Jundiaí/SP and São Paulo/SP – downtown). ▪ Executive sponsor of 14 Strategic BPO Project at FIS Brazil (such as Virtual Agents implementations; RPAs e RDAs definition; Colletions Value Proposition Review; ISO 270001 BPO Certification).

Callink Servicos de Call CenterOperations / People and Performance Director

Jan. 2013 - Nov. 2021Uberlândia Area, Brazil* Initial position held at Callink as customer service operations manager (until 2014) for SAC Bradescard (telefone service center), loans to Tribanco small and middle businesses segment and sales of payroll loans to Banco Santander. – In 2014 and 2016, SAC Bradescard operation was recognized by the ABT and Cliente S/A awards with cases highlighting levels of quality and adherence to the rules of the telefone service center Brazilian law. It was also rated as a SAC with the best evolution in quality by the IBRC ranking published in 2015 in Exame magazine. * Efficiency and digital transformation projects sponsor. – Back Office operations management cut down from 140 workstations to 35 at Claro Brasil keeping up the same volume. – Elimination of BACEN (Brazilian Government’s Central Bank) complaints from the Bradescard portfolio for anual fee adjustments with end-to-end service management. – Cielo’s factoring errors cut back by 85% and set up of data mining driving the RPC (right party contact) evolution from 23% to 44%. – Digital Quality Monitoring model with a voice-to-text own system (called Customer Analytics) with monitoring sample 9 times increase with 39% less monitors working on the activity. * As director (since 2015), direct reports structure with 3 superintendents, 7 managers, 26 coordinators, more than 200 supervisors and 5,300 representatives (2,500 workstations). * Participation in events in Brazil and USA representing Callink. The purpose of these events is to analyze innovations presented by software manufacturers. Highlight for the presentation in English of the Aspect's Workforce Management system transition project at ACE (Aspect Customer Experience) event in July/2019 in Las Vegas. – Callink’s savings aroung 40% in the licenses costs with an evolution of 12 p.p. in the representatives availability KPI.

Algar TechSr Executive Operations Manager

Feb. 2011 - Jan. 2013Uberlândia Area, Brazil* Back Office operations leadership for Regulatory Channels and Corporate Cards. – Set up controls for deadlines driving stability with na increase of 4 p.p. on the compliance KPI (in accordance with telefone service center Brazilian law). – Improvement of automatic payment reconciliation rate from 56% to 78% (issuing airline tickets process with payment through cards reconciliating three parties: travel agency, card issuer and card holder). * Fraud Prevention operations leadership. – Fraud prevention routines migration project management from the bank's internal operations team to Algar Tech as a third party. – Fraud loss rates reduction through operational improvements around 20% in the American Express portfolio. * Operational efficiency project sponsorship lead by Mckinsey consultancy (leadership engagement and mindset change development). – Management model for supervisors implementation, with the Daily Book tool and a spot results monitoring framework development and deployment, driving a 2 p.p. improvement in the company's absenteeism KPI and 7 p.p. in the representatives availability indicators.. * Direct reports structure with 7 managers, more than 90 supervisors and 1,500 representatives.

Telefônica | VivoProject Manager

Oct. 2010 - Feb. 2011São Paulo, São Paulo, Brasil* PMO of strategic projects for the Residential Customer Services Directorship. – Telefonica and TVA (Pay TV local provider) customer services operations integration, delivering savings of 18% off on call unitary cost. – COPC methodology rollout to residential customer services operations with quality improvements and better development of management team.

Telefônica BrasilCustomer Services Manager

Apr. 2010 - Sep. 2010São Paulo, São Paulo, Brasil* Premium customer operations management, working as PMO of the redesign customer experience Project of this segment as well. – CSat (customer satisfaction score) from 6,2 to 7,4. – Rules definition and execution of the customer calls routing through two different sites (Ribeirão Preto and São Bento in São Paulo). * Service level consistency evolution for Pay TV product (Telefônica TV Digital/DTH technology). – Service level stabilization from 55% to 68% specially on soccer games with the high volume of customer calls on specific days.

Bradesco CartõesSr. Planning & Control Supervisor

Nov. 2005 - May. 2008Uberlândia, Minas Gerais, Brasil- Leadership of 8 analysts responsible for capacity plans using Aspect's Workforce Management for inbound operations and forecast models for outbound and back offices developed for American Express/Bradesco Cartões Operations. - Generated financial and operational forecast during 3 years (after Banco Bradesco running American Express as independent operator in Brazil) for Risk and Customer Services operations. - Creation of models for production control based on ACD, Melita/Aspect Automatic Dialer and specific automations for Risk management operations (such as Credit and Collections, New Accounts, Fraud, Authorizations). - Adivising migration of Visa and Mastercard operations from Bradesco headquarters to Operations in Uberlândia (capacity and CBA).

American ExpressProject Leader

Dec. 2003 - Oct. 2005- Running Customer Services process reengineering focusing Loyalty and Revenue Generations programs. - Advising incentive and sales incentive programs with Premium Service and High Value themes - Proposed workstations reductions and initiatives to improve productivity and reduce costs through timeliness tools evaluation and voice response redesign. - Certified as Six Sigma Black Belt by American Express Company (formally at April 2006, with project completed in January 2006) with training performed by Fundação Vanzolini (USP/SP). Theme: Reduce the cycle time of Membership Rewards setups from New Accounts channel by D+2 in order to prevent retroactions requests. Improvement: from average of 18 days to 1 day; sigma level: from -1.23 to 3.30 and DPMO reduction of 99.95% (890,564 to 486).

American ExpressSr. Planning & Control Analyst

May. 2001 - Nov. 2003- Outbound operations specialyt responsible for sales campaign setup at Melita Automatic Dialer (now Concerto Conversations), reports generations and capacity plan runs. - Support database marketing team with mailings cleanups in order to improve Right Party Contact and sales results. - Production control to maximize productivity using ACD (Avaya), Melita (Aspect's Dialer) and Aspect's Workforce Management system. - MIS development to telemarketing campaigns and programs from production management and productivity evaluation. - Control panels and scorecards development to managers and director.

Bradesco CartõesCustomer Services Manager

May. 2000 - Apr. 2010* Special channels management and development. Improvement of service levels on bank agencies managers call center operations for Amex, Visa and MasterCard. – Expansion of 300 to 1,200 Ultra High Value customers (over USD 300.000 annual spending) levereging American Express expertise to Visa and Mastercard cards. – Service level’s change for the bank agencies manager’s operation for Bradesco’s Prime portfolio (from 80%/20 segundos to 90%/10 service level standard). – Implementation of chat for American Express transactional calls with cross selling (the sales share jumped from zero to 7% of cross selling sales throgout all the voice channels in eight months). – Merge of complaints and digital requests operation of American Express portfolio with internal bank employees operation (for Visa and Mastercard cards) to Uberlandia’s Operations Center. This merge presented a 38% budget’s saving in 2008. – Representative of Customer Services Directorship for Voice Response projects and MIS definition (project with American Express team based in Phoenix, AZ, EUA). Termination rate on Voice Response system from 35% to 52% with the new added options.

American ExpressTelemarketing Sales Representative

May. 2000 - Apr. 2001Telemarketing representative - cards sales campaings

ARCOMWarehouse auxiliary

Apr. 1998 - Apr. 2000- Warehouse production control - Hardware maintenance

Pratik Informática Ltda.Computing teacher

Aug. 1997 - Apr. 1998- Computing teacher (focus on Microsoft Office) - Responsible for school financial results

Usina Mandu SAIntern

Jan. 1995 - Feb. 1997- Run Unix system operating spool reports queue - Data control of employee benefits with dotted line to Human Resources - Developed automated payment system for doctors, dentists and pharmacists

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