Leone Rocha

- Structuring, developing and tracking of the annual strategic plan for Latam operations, reporting to VP and Country Managers, adopting market methodologies and tools (e.g. BSC) on an advisory approach; - Support with methodology, control and influencing on key projects, either internal or client-faced, aimed to increase financial or qualitative key indicators thru PMI/PMBoK or Agile standards; - Mentoring of Lean Six Sigma projects as Master Black Belt certified professional, bringing significant impact on company’s P&L (+$490k/year) and business metrics. Since Feb’18 accumulating the role of Program Management (PM) Effectiveness leader for Latam countries (7), supporting +50 account managers on reporting, client implementation/support and training tasks.

 Conception and structuring of the strategic support team for program managers of global accounts, joining expertise on management information systems (MIS), quality & processes (6σ), training and IT project management;  Leadership of operations, customer relationship, sales, finance and information technology fronts for the travel administration of VALE (NYSE:VALE,VALE.P), supporting more than 117k users including employees, contractors, partners and guests on a annual budget of $150M, through 70 professionals on several levels of management.

Leadership of Travel Services for all GE units in Brazil , involving the management of 3rd parties (outsourced services for travel reservations and back-office), partners (flight companies, hotel chains, fleet services) and processes for expenses administration.

- Leadership of procurement of goods and services, applying worldwide standards, either on compliance with policy guidelines that on business strategies (goals for reducing costs, extension of due dates, synergies with other units to gain scale/leverage on corporative contracts , ...); - Responsible for driving corporate projects to reduce costs and investments hold down through renegotiation with suppliers, process reviewing and survey of alternative supplies, generating savings of up to 8% of the annual budget (around US$ 90MM); - Administration of services support for the sites’ infrastructure (headquarters, subsidiaries and branches) and their assets, as well as the procedures related to safety (EHS), control of operating expenses (OPEX) and investments (CAPEX).

- Management of business support process for branches on Brazil (currently with 62 sites), involving strategic planning (budget revisions – CAPEX/OPEX, capacity planning, definition of quality and business indicators, sales and compensation projection, …), control and auditing routines (checking of branches facilities, administrative process following-up, legal regularity, …) and MIS (reporting and analyzing of KPIs, mailing extraction, sales campaigns administration, …); - Development of controlling tools as monthly OPEX variation, which enabled the identification of saving opportunities (over R$200k/month), design of variable compensation plans, looking for the better relation “cost x profitability”, implementation of administrative procedures (facilities’ branch payment, employees refunding, corporative systems access, …); - Automation of MIS routines as variable compensation calculation for sales team or the branches OPEX, reporting them with BI systems, development of a dashboard environment to evaluate the sales performance (Branches Scorecard), creation of new reports to evaluate profitability and productivity of sales team; - Key user and PMO on IT projects to sales support, either on customization of legacy systems or development of new tools.

- Responsible for supporting of on-line advertisement sales team (sponsored links), composed of professionals acting as key accounts, consultants (SMBs) and telemarketers (inbound / outbound); - Management of administration teams (management information, automation, endomarketing, prospect and customer database, proposal elaboration), editorial and creative maximize, besides backing to post-sales jobs (complaint and requirement treatment, collection, retention, loyalty, up-selling / cross-selling, …); - Planning and structuring of teams at operation start-up, involving since the strategic plan until the results control and adjustments (business plans, P&L reviewing, board committees, …).

- Responsible for the units of planning of demand and offer (capacity planning), operational control (control desk) and management information systems (MIS), giving support to the operational fronts, that congregates above 10.000 employees in 5.000 positions of attendance (front-end, back-office, telemarketing...); - Management of operational, tactical and strategic performance indicators, carrying through adequacies to promote the profit (chances of rising revenues, costs optimization, productivity increment, tack to the planning...); - Billing of services given by the company, answering for an amount in about R$20MM/mounth, contemplating customers such as cellular telephony operators, financial institutions, concessionaires of electric energy, editors and others; - Elaboration of studies of offer x demand (sizing) to support commercial proposals, reaching the best relation cost x benefit. Implantation of ISO 9001:2000 norm as leader auditor.

- Start-up of Customer Services, responsible for the teams of operational support through the following cells: Planning and Traffic Control, Quality, Processes and Communication, Infrastructure, Qualification and Development, Back-Office (attendance in 2º. level); - Conception, construction, implantation and follow-up of projects of relationship with customers (Billing and Collection, Retention, Loyalty, Fraud and Risk, Cross/Up Selling, Help Desk...) and prospects (Telemarketing In/Out), adding involvement of suppliers and partners, internal and external; - Use of people and results management tools as total quality Management, strategic planning, statistical control of processes and project management (PMI). Unfolding of internal and external performance indicators (government agencies), developing the system of auditorship of quality (researches, focus groups); - Composition of teams since the recruiting until the qualification of the activities, drawing programs of recognition, variable remuneration and evolution of career. Responsibility of the special operations: Back-Office, Special Handling, Retention, Loyalty, Collection and VAS (technical support advanced to the end user), which had over 200 professionals; - Leadership of national projects towards to the relationship with customers, such as the structuring of the specialized attendance to the regional offices, document center (digitalize and filling), administration of customers data and management for processes (SLAs, KPIs, etc...), as well as outsourcing of contact center services.