Fernanda Perillo Faria

Fui contratada em um momento de transformação da empresa, marcado pela implantação de um novo modelo de governança, com a transição dos acionistas para o conselho e chegada de um CEO de mercado. Lidero a evolução estratégica da marca, preservando seus atributos de qualidade e artesania enquanto impulsiono processos, cultura organizacional e expansão de território. A partir de estudos e diagnósticos estratégicos, conduzimos o posicionamento da Ofner para além da confeitaria tradicional, consolidando-a como cafeteria premium, destino de experiências gourmetizadas e referência em presentes gourmet, um espaço de pausa e prazer em meio à dinâmica urbana. - Atuo na liderança integrada de marketing, trade e canais digitais, conectando estratégia corporativa, posicionamento de marca e crescimento de receita. Além de responsável por decisões estratégicas de portfólio, inovação, alocação de investimentos e direcionamento de canais, com foco em produtividade, rentabilidade, escalabilidade e experiência do consumidor. Conduzo análises de mercado, tendências e comportamento para embasar decisões executivas e suportar a expansão sustentável do negócio. - Lidero a evolução dos canais digitais como alavancas estratégicas de crescimento, integrando e-commerce, delivery, performance, CRM e UX ao planejamento comercial. Estruturo metas, indicadores, rituais de gestão e governança, desenvolvo lideranças e posiciono o marketing como função estratégica da companhia. Projetos de Destaque - Crescimento de 38% no faturamento total, sendo 30% no SSS lojas físicas em 2025 comparado a 2024. - Os produtos lançados em 2025 tiveram representatividade no faturamento anual 6x superior a 2023. - A receita da Páscoa de 2025 cresceu +35% vs 2024, revertendo a estagnação da Ofner na categoria. - O e-commerce, em 2025, incrementou faturamento em 46% vs 2023. - As redes sociais da marca tiveram em 2025, 30% de alavancagem na base de seguidores, 26% no alcance e 20% no engajamento vs. 2023.

• Team management of 5 employees, reporting to the Marketing strategy director. • Global Brands management: Revlon, Australian Gold, Bio-Oil and Nuxe for makeup, sunscreen, and skincare. • Setting up business plan for long terms, annual marketing plans and alignment with international partners. • Build strategic growth, positioning of brand and prices, coordinating the plan and execution along the cross functional team to assure strategic alignment, integrated vision and projected results (market, sales and P&L). • Objectives definition and briefings creation for Big & Bold campaigns of communications and sales promotion. • Elaborate portfolio strategies and architecture, innovation pipeline management and product discontinuation. • Involvement on OKRs creation, implementation, monitoring and action plan definition. Accomplishments: • Australian Gold brand tropicalization in Brazil, focusing on a safe tanning, high protection and sustainability. +54% on sellout growth for 22/23 season vs 20/21 (+14pp vs sun care market) and +5pp on branding awareness. • Bio-Oil, 2ª brand on the anti-stretch marks market, reaching 22,2% share on YTD’23 Apr., (+1,6 pp vs YTD’21), drove by natural oil release. Specialized Hydration line introduction expanded its market in 4x. • Integration of Pampers’ brand and processes of P&G to GB, 5-year plan elaboration, business strategy, branding and innovation alignment along with the licensor. Leadership on building marketing and communication plans to release products. • Business case that resulted in a deactivation for Revlon brand, based on market research and brand potential.

• Team management of 8 employees, reporting to the CEO. • Strategic marketing, market intelligence, branding, portfolio, innovations and e-commerce management. • Elaboration of a triennial strategic plan for brand repositioning, including branding architecture and its categories, innovation plan, repacking, price, focus sales channel and area, budget, communication and revenue prediction. • Digital marketing restructuring: social media, digital trade, media performance, social-commerce and influencers. • Periodic delivery of market insights and sales execution improvement extracted from Nielsen, IQVIA and Scanntech. • Development of demand generation program and brand reputation through relations with health professionals and KOLs, using events, conferences, visits, scientific content and CRM. • Creation of a performance monitoring process of seasonal categories (Easter and Christmas) and simulators for agile decision about investments and targeting media investments. Accomplishments: • Expansion brand positioning for Linea, from sweeteners to food health (“O sabor de uma vida mais leve”). Campaign #DesafioLinea, with Juliana Paes, raise awareness and sales of activated categories between + 16% and 114%. • 8 categories of snacks and sweeteners release represented 7,5% revenue in 2019. • Extension of portfolio: Shake, cereal bars and chocolate. New SKUs of chocolate growth on its category +12% vs 2018. • E-commerce transitioning for full-commerce model. Payback on first year and operational break even in 6 months. • Innovation process redesign including design sprint, finance simulators, Go-To-Market method. Biscuit line launched in 6 months.

• Team management of 5 employees, reporting to the COO. Responsible for marketing, trade marketing and communication. • Retail business model introduction to network activation plan: calendar creation for retail and proper seasonal campaigns (e.g.: birthday) and cooperative media with the industry. • Integration of regional to national marketing (social networks, media, influencers and trade) and CRM centralization. • Change of media strategy from offline to digital, suiting to the target audience and brand budget. Accomplishments: • Structuring and implementing CRM to the franchise network, including relationship rules loyalty and campaigns. • Marketing services for extranet Implementation, giving the franchisee agility and visual alignment for local activations in the parts productions, image bank access and monthly marketing calendar. • Cooperative media policy creation, monetizing spaces on POS and marketing budget increasement. • Elixir supplements own brand planning and releasement through an 360 communication campaign (social networks, media, events, influencers, POS material, press and consults to nutritionists). • Realization of Mundo Verde 30 years promotion, which increased the average ticket by 7.6%. • Digital communication strategy review increased by 5x its range and engagement on social media by 2x. • Partnership with Paola Oliveira as a brand ambassador to expand the consumer target.

• Team management of 11 employees. Reporting to the Marketing Director. Management of innovation, Portfolio, Trade Marketing, Online and Offline Communication and Delivery Sales (e-commerce, marketplaces and call center). • Construction of strategic marketing plan, budgets, communication and promotions grids definition. Quarterly cycles delivery plan with information availability on innovations and campaigns, physical and digital visual merchandising for POS and execution directions for stores. • Portfolio, pricing and profitability management of product lines (P&L). • Management of partnerships (Coca-Cola, Cielo, Mastercard) and collaborations licensing (Turma da Mônica, Disney, etc). • Planning development and brand positioning leadership of "Giraffas Gostinho Brasileiro" and its communication at all touch points: ATL, BTL, Digital, PR and POS. Accomplishments: • 14% reduction in average product cost (COGS) through innovations, redesigns and discontinuations. • Reversal of a 2-year decline in sales in desserts category with in&out introduction innovations in short sales cycles (churros with ice cream, strawberry meringue sundae, lemon pie milk shake, frozen pe de moleque, etc). • 360 communication management: 4 annual media campaigns for adults and 9 for children, with POS, social networks, digital media, offline, out-of-home and press. • Recognition by Exame Magazine, which named Giraffas among the top 10 brands in digital marketing in 2015. • The Silver Lion achievement on Cannes Festival 2014 for Giragol app.

• Management of Sym brand, female intimate hygiene category and sales, market, financial and brand power results. Accomplishments: • 2008/2012 Development and implementation of a strategic Marketing Plan, increasing market share to 10.9% (+3.0pp); • "Miley Cyrus eu quero Sym" campaign marked the brand repositioning. On Twitter, the brand reached 108% of the competition's followers on Twitter and +5.5 million views on YouTube, 6x more than Devassa beer with Sandy/2011. • Innovation Leadership pipeline. Pads with transparent wings launch reached 1.8% of market share in 1.5 years and 16% in sales representativeness. • The sanitary pads category reached 30% of market share in Minas Gerais at the peak of its leadership and 4th place in the national sales ranking. Sales grew 70% and promoted the industrial park expansion. • Northeast regionalization assortment boosted sales by 20%.

• Branding management for Assolan and Assim (cleaning), Mat inset (insecticide) and Etti (food): Innovation, portfolio and communication. Accomplishments: • 30% revenue increase – 2008 vs 2007 repositioning marketing mix (4Ps) on home care range and 7 categories released. • Mat inset brand integration (M&A) to Hypermarcas portfolio promoting its national roll-out. • Advertising development for the following brands: Assolan and Mat inset, including sponsorship for Big Brother Brazil.

• Planning promotional campaigns, releasing products and events for LG and Siemens.

• Product marketing, innovation, communication of the beer brand Itaipava and Petra.