Davi Aureliano

B2B SaaS sales leadership with end-to-end ownership (Demand → SDR/BDR → AE). Scope: 9 team leads and 72 analysts (peak), direct interface with Marketing and senior stakeholders. Responsible for execution, efficiency and operating governance, with an annual quota in the order of R$48M (ACV). - Sustained performance at scale: 70% of the team above 80% quota attainment, supported by operating cadence, recurring inspection, and data-driven management (pipeline, forecast, productivity). - Scaled pipeline and forecasting governance (executive rhythms, deal/pipe reviews, accountability), enabling faster course-corrections by segment. - Improved efficiency through ICP prioritization and capacity management, including a 30%+ headcount reduction without reducing revenue delivery, increasing productivity and pipeline quality. - Increased AE productivity by 25%+ (revenue/month) through prioritization, next-step discipline, and execution standardization. - Led and unblocked strategic negotiations and complex sales, including big deals with ACV > R$4M, working with multiple stakeholders and buying committees. - Implemented/refined commercial and discount policies (governance, margin, customer quality), standardizing approvals and improving unit economics (incl. CAC payback). - Optimized handoffs and customer entry quality with Customer/Onboarding/AM teams, reducing friction and increasing post-sale consistency.

B2B SaaS sales operations management focused on predictability and productivity within a segmented structure. Scope: 4 team leads and 40 analysts; direct involvement in strategic deals and cross-functional partnership with Marketing and other teams. - Improved forecast accuracy from ~65% to ~85% through process redesign, stage redefinition, deal/pipe reviews, and forecasting discipline. - Built SMB / Mid-Market / Enterprise segmentation and specialized sales motions by buying complexity; delivered +5pp conversion uplift and meaningful deal-size improvement (foundation for the later peak). - Rebuilt ICP and customer-base segmentation, creating routing and process variations by classification, improving speed, win rate and funnel efficiency. - Specialized pre-sales into distinct motions: Inbound SDR: 8 → 20 opps/rep/month, MQL → opp +12pp, time-to-first-touch -70%+ Outbound BDR: 3 → 10 opps/rep/month, prospect → opp 3% → 13% by tightening targeting to ICP - Led and unblocked complex negotiations, including deals with ACV > R$1M, structuring strategy, proposal and multi-stakeholder processes. - Partnered with Talent on hiring/enablement and implemented coaching + performance management rhythms, raising team quality and execution standards.

B2B Inside Sales team leadership focused on execution discipline, consultative selling and funnel governance. Scope: 10 sellers, accountable for a monthly quota > R$1M and R$20M+ ACV delivered during the period. - Delivered 100% of targets throughout the period, supported by operating cadence (daily, 1:1s, pipeline reviews) and funnel inspection. - Increased average deal size from ~R$20k to ~R$40k and improved conversion by +4pp through consultative process standardization (discovery, diagnosis, proposal, negotiation) and stronger qualification. - Implemented pipeline/CRM governance (hygiene, data standards, next-step discipline), improving predictability and execution consistency. - Led and unblocked strategic negotiations; largest deal closed in the period: R$970k. - Owned hiring, onboarding, training and ramp-up; developed sellers from junior to senior and promoted 2 new team leads.

Commercial build-out mandate in a professional services company (Labor & Employment law) with low sales maturity. Built GTM, demand generation, pre-sales and consultative sales, implementing process, governance and forecasting discipline for scale. Team built: Sales Intelligence (2), BDR (3) and Sales Executives/Closers (2). - Built the demand engine by creating a Sales Intelligence function (tools, list routines, quality validation and structured handoffs). - Rebuilt Pre-sales (BDR): hiring, ramp-up, daily targets and KPI management (prospecting, meetings, pipeline), improving prospecting efficiency and opportunity quality. - Created the Sales Executive/Closer team (hiring and enablement), designing playbooks and a consultative sales process; enabled the company to close contracts without relying on lawyers in the sales cycle. - Worked hands-on in prospecting and sales to validate messaging, objections and stage definitions before scaling the motion. - Outcome: predictable operation averaging ~40 new clients/month and > R$10M revenue potential in 7 months.

Built and led the sales execution function (Closers/AEs) to enable predictable growth. Scope: Sales Executives team (3 → 8; direct leadership up to 9). Operated across SMB and Mid-Market, shifting the mix toward more complex customers. - Built the sales engine (funnel, stage definitions, qualification criteria, cadences and management routines) to standardize execution and reduce variability. - Owned hiring, onboarding, training and ramp-up, increasing team capability while scaling capacity (3 → 8 AEs). - Deployed segment playbooks and a consultative sales process, increasing average deal size and enabling the shift from predominantly SMB to Mid-Market deals. - Supported and led strategic negotiations to unblock and close key deals, shaping deal strategy, proposals and multi-stakeholder processes. - Established SLAs and handoffs with Marketing and Pre-sales, improving pipeline quality and execution predictability. - Aligned Sales with Onboarding/Ongoing teams to ensure consistent handover and successful delivery/implementation. - Achieved a record month in sales volume and revenue as a result of the new operating system and execution discipline.

Consultative sales closer, managing opportunities from qualification to close across inbound/outbound/events/referrals. Ran discovery and diagnosis to build proposals and value narratives aligned to customer context and needs. Managed pipeline and follow-up with next-step discipline, prioritization and predictable execution. Maintained CRM records (context, decisions, next steps) to support visibility and decision-making. Standardized outreach assets and cadences (templates, sequences and messaging) to increase consistency and reuse.

Built and led the sales execution function (Closers/AEs) to enable predictable growth. Scope: Sales Executives team (3 → 8; direct leadership up to 9). Operated across SMB and Mid-Market, shifting the mix toward more complex customers. - Built the sales engine (funnel, stage definitions, qualification criteria, cadences and management routines) to standardize execution and reduce variability. - Owned hiring, onboarding, training and ramp-up, increasing team capability while scaling capacity (3 → 8 AEs). - Deployed segment playbooks and a consultative sales process, increasing average deal size and enabling the shift from predominantly SMB to Mid-Market deals. - Supported and led strategic negotiations to unblock and close key deals, shaping deal strategy, proposals and multi-stakeholder processes. - Established SLAs and handoffs with Marketing and Pre-sales, improving pipeline quality and execution predictability. - Aligned Sales with Onboarding/Ongoing teams to ensure consistent handover and successful delivery/implementation. - Achieved a record month in sales volume and revenue as a result of the new operating system and execution discipline.

Consultative sales closer, managing opportunities from qualification to close across inbound/outbound/events/referrals. Ran discovery and diagnosis to build proposals and value narratives aligned to customer context and needs. Managed pipeline and follow-up with next-step discipline, prioritization and predictable execution. Maintained CRM records (context, decisions, next steps) to support visibility and decision-making. Standardized outreach assets and cadences (templates, sequences and messaging) to increase consistency and reuse.

Criação de um setor de vendas internas para uma nova solução da empresa a ser inserida no mercado. Realizei a análise de mercado para entender o funcionamento e necessidades do segmento de recursos humanos, bem como a concorrência, de forma de analisar as dores de mercado e entender como a nova solução poderia resolver tais problemas e se diferenciar das demais Dentro da análise de mercado foram estudadas as empresas concorrentes, como forma de avaliar e entender como a solução se posicionava em relação as demais, diferenciais, pontos fracos e fortes, que iriam auxiliar no processo de vendas. A partir disso foi construído o funil de vendas e desenvolvidos diferentes discursos de vendas para cada persona específica desenhada, criado os indicadores essenciais para controle da efetividade do processo e definido os fluxos de cadência específicos para cada etapa do funil. Foram iniciados os testes A/B para validar a eficiência do modelo construído onde atuei em todas as etapas do processo, desde a geração de listas de leads, qualificação e geração de MQLs, demonstração da solução e fechamento da venda.

Prospecting and qualification in consultative sales, connecting market mapping to qualified pipeline creation for the closing team. Executed multi-channel cadences (email, social and phone) tailored by segment and funnel stage. Ran consultative qualification to capture context, pain points and next steps, improving opportunity quality. Generated opportunities with structured handoff (criteria, context and next steps) to closers. Continuously refined cadences and messaging to increase productivity and pipeline consistency.

A Coordenadoria de Transferência e Inovação Tecnológica da UFMG é o núcleo responsável por gerenciar as tecnologias desenvolvidas pelos professores da Universidade, fornecendo meios para proteger e inserir no mercado as invenções propostas. No setor de Valoração dessas tecnologias, fiquei responsável por: - Estudo de Viabilidade Técnica, Comercial, Financeira das tecnologias; - Desenvolvimento de Técnicas de Valoração;

A CTIT Consultoria era um projeto de extensão da Universidade Federal de Minas Gerais, cujo objetivo era desenvolver empresas (startups) atendidas pelo processo de aceleração da Universidade. Como Coordenador dos projetos de aceleração era responsável por gerenciar as equipes de consultores que atendiam às startups e definir as diretrizes estratégicas do setor. Dentre as atividades realizadas, destaca-se: - Estruturação e execução do Planejamento Estratégico; - Estruturação do processo de seleção de novas empresas/startups; - Estruturação de fluxos e processos de trabalho; - Reestruturação do escopo de serviço para o projeto de aceleração; - Implementação de indicadores; - Implementação de NPS do projeto de aceleração; - Repasse de resultados para a Coordenadoria da UFMG;

A CTIT Consultoria era um projeto de extensão da Universidade Federal de Minas Gerais, cujo objetivo era desenvolver empresas (startups) atendidas pelo processo de aceleração da Universidade. Como Coordenador de operações era responsável por definir as diretrizes estratégias do núcleo e gerir a equipe de alunos que faziam parte do processo. Ao todo, cerca de 25 alunos faziam parte da iniciativa. Dentre as funções desempenhadas, destaca-se: - Criação e execução do Planejamento Estratégico; - Estruturação dos Fluxos de Trabalho; - Gestão dos processos operacionais; - Gestão do Fluxo de Caixa; - Implementação de processos administrativos; - Implementação de Indicadores; - Comunicação direta junto à Coordenadoria de Transferência e Inovação Tecnológica da UFMG para apresentação de resultados e representação dos interesses da CTIT Consultoria

A CTIT Consultoria era um projeto de extensão da Universidade Federal de Minas Gerais, cujo objetivo era desenvolver empresas (startups) atendidas pelo processo de aceleração da Universidade. Como consultor era responsável por realizar realizar análises, capacitar empreendedores e auxiliar o crescimento da empresa, de forma a melhor prepará-la para o mercado, a partir de: - Estudo de Mercado; - Análise de concorrentes; - Estudo de Viabilidade Econômica e Financeira - Planejamento e Estratégia de vendas; Conseguimos auxiliar algumas empresas a dar os primeiros passos e também a entrar em programas de aceleração maiores.

Com o suporte da família, tive a responsabilidade de começar uma empresa do zero, quando fui responsável por: Gestão do Fluxo de caixa Emissão e recebimento de NF Estruturação de fluxos de trabalho Estruturação de processos administrativos Contratação Treinamento Atendimento ao público Com a organização da empresa, passei a administração para meus familiares para poder dedicar aos estudos e projetar outra carreira em Belo Horizonte.

Funções desempenhadas: Gestão do Fluxo de caixa Emissão e recebimento de NF Estruturação de fluxos de trabalho Estruturação de processos administrativos Contratação Treinamento Atendimento ao público