Carolina Barreto

Responsible for managing the following areas: Owned Store Operations, T&D, Internal Store Audit, Customer Experience, and New Business. Main Achievements: - Modeled the Kop Koffee brand for franchises; - Implemented operational processes focused on profitability in Kopenhagen brand stores.

Responsible for the operation of our own stores (24 units), customer experience area and digital channels (delivery, totem and Cabana App). Main achievements • Structured and implemented the operational processes of our own stores and the franchise model; • Implemented the customer experience area (improved customer experience management, reduced service SLA by 15%); • Implemented the digital channels area, in delivery I reduced the cancellation rate and ETA by 50%; on totem and App I designed the most fluid UX; • Participated in planning the 2024 budget.Responsible for the operation of our own stores (24 units), customer experience area and digital channels (delivery, totem and Cabana App). Main achievements • Structured and implemented the operational processes of our own stores and the franchise model; • Implemented the customer experience area (improved customer experience management, reduced service SLA by 15%); • Implemented the digital channels area, in delivery I reduced the cancellation rate and ETA by 50%; on totem and App I designed the most fluid UX; • Participated in planning the 2024 budget.

Responsible for the operations area in front of restaurants, managing defect, cancellation and delivery time metrics. Main achievements • Controlled the defect rate at 2%, the cancellation rate at 1% and the motorcycle courier waiting time at the restaurant of 3-5 minutes; • Implemented operational data consultancy visits to VIP restaurants, improving the units' delivery performance.

Responsible for everything that involves customers and physical store employees, defining standards to ensure standardization in all countries, ensuring that each new country has the appropriate structure, knowledge and processes for a solid ramp-up and developing new projects (on and off) to close the gap between Vision and Execution. Main achievements • Launched the Global Play book for the customer's physical and digital journey; • Implemented the floor positioning program for store employees in the transition from low flow to high flow of customers; • Structured the Regional Manager program to implement operational discipline in stores.

Responsible for managing the following areas: Own Store Operations (focus on CX), Expansion, T&D, Internal Audit (brand standard and food safety), Construction and Maintenance, New Business (focus on digital and UX), and marketing and supply chain Kop Koffee brand. Main achievements • Structured the operational excellence area - owned store operations, T&D, internal audit, expansion, construction and new businesses: - Operations: implemented the approuch consultant program (sales grew 8%) and digital channels (delivery, hub, take way); - Training: remodeled the CRM university (tripled platform membership), focus on on and off sales; - Internal Audit: created the Excellence Program with quality audit, hidden customer (on/off) and team performance; - Expansion: implemented the sales funnel management and digital marketing platform to increase lead capture; - Construction: developed low cost layout (reduced implementation cost 38% and adapted kiosk and container store; - New Business: developed the laboratory and manual for the Personal Shopper program, tested UX in vending machine and self-service totem, managed a ship from store project with sales driven by e-commerce.

Responsible for project management of the new Kop Koffee business unit, from structuring, through modeling to the launch of the brand. Leading the area of operations, marketing, training, product development, supply chain, construction and expansion. Main achievements: - Launched BU Kop Koffee: structured the business model (PMO, R&D and T&D), prepared the business plan and the MKT and expansion plan.

Responsible for managing the Mexcla brand expansion project, a fast casual concept, I directly managed the store operations (including T&D, quality and R&D) and marketing (trade and CRM) areas. Main achievements • Reduced by 20% in P&L: COGS, Labor (Slim Fit project) and infrastructure controllables (water, gas and energy); • Implemented delivery in stores with delivery SLA, channel responsible for approximately 30% of sales; • Tested and modeled the dark kitchen to also work as a central kitchen and serve the Mexcla and Abbraccio brands; • Improved NPS and Mexcla billing with feedback model now wins.

Manager of the new stores opening project, responsible for ensuring the implementation of the best practices set aiming at the continuous improvement of processes in the FOH and BOH. Respond by managing all KPI's of store performance. I created the Mexcla franchise brand book.

Responsible for managing the expansion project (KFC and Pizza Hut), and implementing global CX projects. I managed the implementation (PMO of own stores and franchises), internal audit (food safety and brand standards) and new business (incremental and radical innovation). Main achievements • Managed the Small Box KFC project that reduced the size of the site from 150m2 to 45m2 and reduced the total implementation cost by 54%; • Redesigned the store's production line (FOH and BOH), optimized operation time/movement; • Launched the Customer Satisfaction Survey program, to build customer loyalty and increase transactions, average ticket and revenue; • Launched the new store audit system to check brand standards and food safety (ROCC and ACE); Implemented the Golden Rules Program to assess food safety in stores, increasing the institutional quality index by 10%.

Managed the Small Box KFC project which reduced the size of the POS from 150m2 to 45m2 and reduced the total cost of implementation by 54%.

Responsible for managing the brand expansion project and for the Quality Assurance area (food safety and brand standard) and the operation of stores in the western and southern areas of the city of São Paulo. Main achievements • Structured and managed the tasks of the areas involved in expanding the brand and opening new stores; • Prepared the Manual for Opening New Stores, standardized and accelerated the expansion and reduced costs with people, utensils and equipment; • Launched the new store checklist system (New QASA), quality audit (food safety and brand standard); • Implemented the store manager leadership program that trained teams, reduced expenses and increased store profit.

Responsible for overseeing restaurant and multi-service units (pantry, hygiene and cleaning, gardening and unarmed escort), managing processes and people, budget, billing, turn over, application of standardization (ISO, OHSAS) and customer relationship. I supported companies in the interior of São Paulo: ZF (Sorocaba), Itautec (Jundiaí), Ecofabril (Jundiaí), Elekeiroz (Várzea Paulista), Takata Petri (Jundiaí), Kikuchi (Cabriúva), Crown (Cabriúva), Pirelli Acord (Sumaré). Main Achievement Supervised units in 8 companies in the interior of São Paulo with up to 4,000 meals/day and established contractual ties for the health and prosperity of the business.

Responsible for adherence, development, training, simulation and entry into production of the system, contributing to hospital management practices, training and empowering multidisciplinary teams. Places where I worked in the city of São Paulo: Hospital Santa Marcelina; Frei Galvão Hospital; Hospital São Camilo Ipiranga; FATHER Mandaqui; General Hospital of Pedreira; São Gabriel Clinic; General Hospital of Itapevi and AMAE Interlagos. Main Achievement I worked in 8 large hospitals in São Paulo and helped to improve the Nutrition and Dietetics module.

Graduação