Business & Sales Consultant at Sales & Business Gotta Consultancy (2024-03 – Present)
Supporting companies in strengthening commercial performance, market expansion and operational execution across B2B environments.
- Medical Devices – Commercial Optimization (4 months): Performed a full healthcare value chain assessment across hospital accounts, identifying market access barriers, sales execution gaps and commercial inefficiencies.
- Redesigned sales strategy at HCP and hospital level, strengthening Key Account Management approach and brand positioning within regulated healthcare environments.
- Applied KPI-driven sales governance framework, introducing structured performance monitoring routines and commercial accountability model.
- Achieved a 10% increase in sales performance through process standardization, execution discipline and structured communication improvements.
- Retail – Operational Performance Review (1.5 months): Executed operational performance assessment across retail operations, identifying process inefficiencies, cost leakages and workflow bottlenecks.
- Identified structural operational gaps impacting and proposed efficiency-driven improvements.
- Naval Industry – Business Diagnostic (2.5 months): Performed comprehensive business diagnostic covering commercial alignment, operational structure and revenue generation model.
- Assessed organizational structure, cost base and operational misalignment.
- Electric Mobility – Market Study (1 month): Conducted market analysis for EV charging infrastructure (Charge Point Operations), evaluating competitive landscape and growth opportunities.
- Delivered structured market intelligence report outlining strategic positioning opportunities and expansion pathways.
Project Implementation Manager at Voltarion (2022-02 – 2023-11)
Directed operational diagnostic and productivity improvement gaps across retail, service providers and petrochemical sectors, focusing on process restructuring and profitability enhancement.
- Developed and implemented structured improvement plans integrating workflow redesign, and performance monitoring systems.
- Delivered operational efficiency improvements and profitability enhancement through structured governance, execution discipline and process optimization initiatives
Senior Associate, temporary at Bertha Capital (2021-06 – 2022-03)
Carried Out comprehensive primary and secondary market research to assess the Portuguese startup ecosystem, analysing competitive dynamics, funding landscape and regulatory environment. Acted as a bridge between market players and investment funds, aligning stakeholder expectations.
- Delivered a strategic market intelligence report providing structured insights on ecosystem maturity, investment flows and growth opportunities.
- Guided the development and implementation of strategic partnerships between startups and funding entities.
- Prepared and managed P&L projections and financial feasibility assessments to support investment decisions.
- Mapped tax incentives and regulatory advantages, identifying leverage points to improve business viability and investor attractiveness
Project Analyst, temporary at Rock in Rio (2019-05 – 2020-06)
Supported organizational integration and operational coordination within a large-scale, multi-department event environment, focusing on process alignment, governance structure and cross-functional planning.
- Created and Executed structured action plans and internal communication frameworks to improve cross-department coordination and execution consistency.
- Managed the transition from a sector-based operating model to an integrated cross-functional management structure, enhancing organizational alignment.
- Established shared governance routines and structured alignment mechanisms to reduce interdepartmental friction and improve decision-making clarity.
Sales Consultant, temporary at Astrolade Fabr of Medical Orthopedic Implants (2019-01 – 2019-04)
Supported commercial process optimization and contract restructuring within a regulated medical device environment, focusing on sales governance, risk mitigation and distribution expansion.
- Completed a comprehensive review of the commercial workflow, identifying process inefficiencies and implementing structural improvements that increased sales performance by 3%.
- Redesigned commercial contract framework, introducing protective clauses to strengthen compliance, reduce future disputes and enhance commercial risk management.
- Expanded distribution network by securing two new commercial partnerships, increasing territorial coverage and market reach.
Sales Planning Manager at Zeiki Medical (2014-04 – 2019-05)
Held national sales planning, commercial governance and distributor channel expansion across public and private healthcare markets. Responsible for revenue growth strategy, pricing alignment and strategic account negotiations within multi-stakeholder and long-term contract environments.
- Designed and implemented an end-to-end sales governance model, introducing KPI frameworks, performance monitoring routines and structured accountability systems, resulting in a 13% sales increase.
- Expanded and professionalized the national distributor network, increasing territorial coverage and driving 7% revenue growth.
- Restructured commercial and administrative processes, integrating performance metrics and operational controls, generating 5% efficiency gains.
- Developed and implemented consignment and credit risk management policies, reducing financial losses by 20% and strengthening margin protection.
- Created structured incentive and commission models aligned with commercial targets, improving sales performance consistency and forecasting predictability.
- Strengthened B2B Key Account Management practices and supported team capability development, reinforcing execution discipline and commercial governance standards.
- Led team development initiatives and reinforced B2B account management practices, strengthening execution consistency and commercial maturity.
Strategic Consultant, temporary at Plugar Informações Estratégicas S.A (2013-09 – 2013-12)
Led a commercial structuring and market entry project to position the company within the Oil & Gas sector, focusing on competitive intelligence, go-to-market strategy and financial feasibility modeling.
- Conducted comprehensive market assessment of the Oil & Gas sector, analyzing market size, customer segmentation, competitive landscape and growth potential.
- Performed internal and external strategic analysis (SWOT and positioning assessment) to identify market entry opportunities and revenue expansion pathways.
- Developed commercial structure and go-to-market framework, defining access strategy, account prioritization model and commercial policy guidelines.
- Repositioned service portfolio to align with sector demand and client acquisition strategy.
- Developed financial projections, P&L scenarios and revenue forecasting models to support strategic investment and expansion decisions.
Business Development, temporary at Pumangol (2012-03 – 2013-08)
Directed execution of annual market expansion strategy within the Angolan fuel distribution sector, focusing on territorial growth, asset acquisition and development of relationships with fuel operators, transport companies and commercial partners.
- Executed strategic expansion initiatives aligned with corporate growth objectives, including negotiation and acquisition of strategic assets to strengthen distribution network footprint.
- Drove implementation of structured territorial expansion plan, resulting in a 7% increase in local market share.
Strategic Consultant, temporary at WTW Advisors (2011-03 – 2011-12)
Conducted strategic market within the telecommunications sector to support marketing positioning, investment evaluation and go-to-market decision-making.
- Delivered a comprehensive assessment of the National Broadband Plan, evaluating regulatory implications and market expansion opportunities.
- Analysed competitive dynamics within the prepaid mobile recharge segment, identifying positioning gaps and growth potential.
- Developed a structured market analysis of the national telecom landscape, supporting strategic alignment and go-to-market considerations.
- Prepared P&L (DRE) projections and financial feasibility models to assess the viability of proposed business initiatives.
Logistics Network Manager at Dbtrans S.A (2010-01 – 2011-02)
Oversaw expansion and performance of a national payment logistics network generating approximately R$ 28M in monthly turnover, overseeing a structure of 150 retail partners supporting digital payment solutions for shippers and carriers.
- Restructured and optimized the national distribution network, improving channel performance and territorial alignment, resulting in 5% annual turnover growth.
- Designed and implemented structured credit and collection governance policies for carriers and fuel stations, reducing financial losses by 5%.
- Strengthened risk assessment, monitoring controls and recovery processes across the network, reducing default rate from 3.4% to 0.3% within one year.
Commercial Consultant at Companhia Brasileira de Petróleo Ipiranga Ltda (2006-12 – 2009-03)
Managed a portfolio of 32 franchised accounts generating approximately R$ 12M in monthly revenue, overseeing commercial performance, pricing strategy, product mix optimization and point-of-sale execution across fuel stations and convenience stores.
- Renegotiated R$ 875k in outstanding debt, restoring financial stability and strengthening long-term franchise relationships.
- Reactivated two previously closed franchise units, recovering revenue streams and restoring territorial market coverage.
- Secured renewal of three franchise agreements, ensuring contractual continuity and portfolio stability.
- Optimized product mix and in-store promotional execution, improving sales performance across the managed territory.
Business Consultant at Chevron Brasil (2004-02 – 2006-12)
Oversaw direct supervision of 42 franchised points of sale generating approximately R$ 9M in monthly revenue, managing commercial performance, strengthening relationships with operators and improving network performance
- Reactivated two underperforming business units through operator restructuring, restoring revenue generation and operational continuity.
- Delivered 26% sales volume growth within the assigned geographic territory through commercial performance improvement and network optimization.
- Managed divestment process of unprofitable franchise operations in the state of Bahia, supporting portfolio rationalization and financial sustainability
Territory Manager at ExxonMobil Corporation (2000-04 – 2003-12)
Direct supervision of 32 franchised points of sale totaling a monthly turnover of R$ 5M. Manage, product mix, define the pricing strategy for the product categories.
