Mileia Haga

 Designed and executed an HR strategy to support business expansion, including talent acquisition, performance management, and learning and development programs.  Revitalized HR processes, policies, and benefits, improving operational efficiency and employee engagement.  Revitalized HR systems, processes and policies to support rapid business growth while enhancing employee satisfaction Implemented training programs for new talents for Commercial area.  Developed and rolled out a leadership development program for emerging leaders.  Restructured the HR department, creating a robust HR Business Partner model to align with business needs.

IS Entrega - Logistics services firm and first search fund investment company in Brazil. - Led union negotiations for adequate jobs, salary structures, and reward programs. - Developed and implemented an HR model to support business growth, including talent acquisition, performance management, executive compensation, new organizational chart, sales force incentives, benefits, and HR processes and policies. - Implemented COVID-19 preventive initiatives: home office policy, occupational safety program and training, and internal communication. - Led cost reduction initiatives in the workforce, due to the impact of COVID-19 (30% of personnel reduction) and others, in accordance to labor legislation (MP 936 and MP 927).

Acqua Capital - Private equity firm focused on the agribusiness middle market. - Served as HR Head for two invested companies: Yessinergy (feed additives biotech company) and Geneseas (leading integrated fish producer, processor, and distributor with a focus on tilapia and shrimp). - Developed and implemented an HR model to support business growth, including performance management, executive compensation, new organizational chart, sales force incentives, and HR processes and policies. - Led HR integration and transition phase of DellMare for successful acquisition by Geneseas.

This company was involved with an international hedge fund in order to structure an independent lending vehicle for Crédito Consignado in Brazil. - Developed an assessment of the current organizational chart and designed a new structure to support the new strategy. - Participated in the due diligence process evaluating various internal policies and procedures. - Reviewed key positions, designed new profiles, and led the hiring and on-boarding process of the new management team. - Developed and implemented an HR model to support business growth, including performance management, executive compensation, new organizational chart, sales force incentives, and HR processes and policies. - Implemented a new telemarketing site and quality assurance program for sales force that reduced cancellations by 15%.

Senior Manager–Acting as a Consultant and A&M Brazil HR Leader - Participated in diverse projects evaluating and implementing executive compensation, organizational structure review, workforce planning, retention plans, SG&A personnel optimization, and outsourcing initiatives. - Developed and implemented a workforce optimization strategies and processes for several restructuring initiatives. As A&M Brazil HR Leader implemented initiatives that boosted engagement, reduced turn over and accelerated workforce expansion: - Deployed new job descriptions and competency model, defining robust and motivating career paths for employees. - Reviewed and directed the performance management process, not only on an annual basis, but also throughout the year, by supporting leaders on appropriate goal setting, coaching, and feedback. - Developed and implemented HR policies and procedures aligned with global compliance requirements.

- Responsible for the HR business partner structure of six business units (Consumer Credit Partnerships–Joint Ventures) such as Hipercard (WalMart), Financial Max (Ipiranga), FAI (Financeira Americanas Itaú), Itaucard Retailers, Marisa, and LuizaCred (Magazine Luiza), involving a total of 6,000 employees. - Designed an HR plan to support aggressive Hipercard business growth (attraction and selection, on-boarding training, career plan, and commission plan). Grew the operation from 700 employees to 3,000 employees across the country. - Designed and implemented a compensation plan for an international business unit (INTERBANCO in Paraguay) and for all partnerships (joint ventures), ensuring alignment with financial segment practices and partners’ expectations. - Developed and implemented sales force compensation, incentives, and recognition programs. - Led the post-merger HR integration process for all joint ventures in order to align HR policies/processes and to integrate payroll systems. - Conducted competency evaluation committees, by mediating discussions at the senior level for potential mapping and defining an individual development and succession plan. - Reviewed Unibanco Retail Division’s organizational structure in order to eliminate redundancies, achieve synergies, and streamline the flow of information among areas, thus reducing 15% of management overhead positions. - Implemented a new salary structure for Unibanco Retail Division.

- Responsible for budget management and expenses control of Unibanco Consumer Credit Division - R$200 million per year. - Actively participated on the valuation process of the Hipercard acquisition, with a market value of R$630 million. - Integrated and implemented financial control of new business units - incorporation of Fininvest, Hipercard, and Creditec: development and implementation of management accounting, performance, and profitability reports.

- Responsible for managing Multiple Unibanco Card portfolio, 6 million clients. - Portfolio management and development of market planning of this product by establishing sales goals, activation, customer retention and profitability strategy. - Led incorporation of the credit card portfolio after acquisition of Banco Bandeirantes.