Glauber Brasil

In July 2020 I was promoted to the position of Senior B2B Manager at Inside Sales Vivo One channel in São Paulo. This channel was one of the company's main projects in 2020. I lead the Hunter team with a focus on actively prospecting companies with potential for the segment.

• Ensuring the strategic application of the board;
• Develop commercial tactical plans;
• Direct management of the team with 48 people;
• Management and creation of commercial routines;
• Creation of a flow for prioritizing contacts;
• Analysis and monitoring of results;
• Relationship with the main customers;
• Management and creation of action plans for commercial indicators;
• Feedback and people development, creating a succession plan;
• Feedback from MKT, GTM, Finance, Processes and other stakeholders on improvement needs.

At the beginning of 2016 I was promoted to the position of Sales Manager, becoming responsible for the 3 southern states of Brazil PR/SC/RS, with a team of one coordinator and twenty managers strategically divided among the three states and regions by potential. During this period I lived in Curitiba/PR, Porto Alegre/RS and finally in Londrina/PR according to the strategic needs of each moment. - Responsible for direct management of the team of up to 20 B2B managers; - Management of commercial and managerial routines; - Visit and management of the partner network; - Prospecting for new partners; - Board meetings and management presentations; - Acting with the largest national partners, through billing expansion actions.

At the beginning of 2015 I was promoted to the position of New Business Consultant, becoming responsible for prospecting, capillarity and expansion of partners throughout the state of Santa Catarina. It acted strategically in micro-regions with potential and without commercial activity. - Active prospection of a network of partners and investors; - Meetings with the current network of partners to expand investments; - Productivity expansion by area code; - Cross work with management team for expansion and prospection; - Strategic support to territorial management and directors in productivity actions.

In Feb/2012 I requested a new challenge, becoming a Full B2B Business Manager in another department. He was responsible for prospecting and developing the network of partners in the metropolitan area of ​​Florianópolis. After a year on the job I was promoted to Senior Manager. - Partner network prospection; - Commercial development of the B2B team; - Management of daily routines and commercial actions; - Visits to customers; - Presentations of managerial results; - Encouraging entrepreneurs to expand their operations through ROI

B2C business manager in the metropolitan region of Florianópolis/SC. Responsible for a team of 15 Retail promoters serving the main regional and national networks. After a year in the position of Junior Manager, I was promoted to Full Manager. - Responsible for the relationship with Retail networks; - Responsible for the visual communication of points of sale; - Responsible for the organization and planning of sales actions; - Responsible for network supply management; - Commercial training; - Approach techniques; - Market/competition analysis and market share increase; - Opening of new markets and cities with potential; - Optimization of resources by region.

Hired as an intern in Marília/SP, I was soon promoted to the position of salesperson and started my leadership development path, becoming a team leader at the age of 22 as a sales coordinator in Florianópolis/SC. - Responsible for managing approximately 10 salespeople - Daily sales actions - Team training - Routine management and control - Ensuring conversion rate and service quality standard Reason for leaving: Invitation from Vivo

Interaction and activities with people from around the world for personal development. 5-day course offered by the Telefónica University in Spain aimed at personal development.

1. Separating countries into 4 clusters according to economy, population, and market potential, prioritizing entry and capillarity in the most relevant clusters
2. Within each cluster, do local mapping of potential partners to start networK
3. Direct people dedicated to the regions with the greatest potential, preferably local people from the country who know the culture and processes to streamline processes.