Paulo Gudergues

Professional with over 30 years in leadership positions in sales, integrated logistics, maritime transport and freight forwarding. Leadership initiatives to build strategic alliances with B2B customers and service providers, focused on ESG policies, development of successful customer experience journey. Solid relationship with port terminals, port authorities, carriers, freight forwarders and several segments of service providers. P&L Management, including activities on the company board. Development and implementation of initiatives to strengthen the company's new image, as well as to build strategic alliances focused on the expansion plan. Participation in the M&A process, including onboarding and business integration actions. Shared management about developing and steering commercial strategies in line with business plan, Development of integrated logistics solutions focused on adding value to the service. Improvement of sales processes and the development of synergies among stakeholders. Review and evaluation of all processes with a focus on sustainability, agility and digital transformation. Development and expansion of new partners and strategic customers abroad, including road shows. Joint activities with human resources management focused on organizational change seeking synergies, training, recruitment, diversity and inclusion of employees from different generations. Outcomes Growth of 21% in the company's maritime volume in 2024. Growth of the company's average ticket by 5% in 2024. Development and implementation of KPIs in 90% routines, improving management, measurement, feedback, results and productivity. Development of new products and value creation. 35% growth in Asia-Brazil product volumes in 2024; Successful implementation of shared management in 2024, requiring a comprehensive cultural and organizational change. Development of strategic trade partners worldwide, including institutional actions with governments and entities.

Leadership in initiatives focused on customer experience, mapping the customer journey, aligning service levels among internal customers, holding seminars, events and fairs focused on the development of commercial alliances; Solid relationship with port terminals, freight forwarders and service providers; Daily monitoring of operational and logistical issues, aligning actions with internal customers; Monitoring of legal issues, claims, regulations, processes and consultations; Follow-up and monitoring of HR actions focused on employee development, job and salary policy, commercial structure, development plans, "job description", productivity; Collaborator of the team focused on achieving the “Great Place to Work” certification; Institutional relationship with private and governmental entities such as FAB, ANTAQ, CECAFÉ, FIESP, LIDE, USP, UNIP, Chambers of Commerce. Outcomes: We reached 12% market share in 2021, double the share in 2007; 20% increase in intermodal cargo volumes, reaching 65,000 TEU per year; We increased the company's productivity by 20% by implementing processes to centralize activities and reorganize processes; We increased by 15% long-term contracts (over 1 year) with strategic customers; We reduced customer collection time by 6%, improving cash flow; We created greater transversality with Argentina, Paraguay and Uruguay in the development of opportunities for corporate clients. This resulted in a 10% increase in volumes in the region; Development of a green field logistics project, for the exploration of nickel iron, Onça & Puma in Pará for the transport of cargo in containers; Change of “mindset” in the commercial area in the sense of selling, promoting and exploring multiple products, offering an integrated logistics solution to customers; 10% of transported volumes are traded through a digital platform.

Establishment of strategies and actions in accordance with the business plan; Marketing strategies, campaigns, market intelligence, organization of fairs, seminars and events; Reorganization of the sales and customer service structure on more than 4 occasions as part of the group's acquisition policy. Focus on commercial synergies, pricing and the new owner's corporate culture; Development of policies aimed at increasing revenue with a focus on creating new opportunities; Leadership in the relationship with the company's global customers, monitoring of negotiations, performance and service; Monitoring of performance indicators; Leadership of the national commercial team; Implementation of a transformation program for the commercial staff focused on consultative selling, product segmentation focused on integrated logistics; Effective participation in HR actions focused on employee development, job and salary policy, commercial structure, development plans, productivity. Review of the job description; Institutional relationship with private and governmental entities; Implementation, development and monitoring of the company's business contingency plan. Outcomes: Opening of the structure in northern Brazil with a view to creating a new product for the USA and Mexico; Replacement of outsourced agents by own structure; Development of talent retention and recognition policies; We reached the mark of 50% of deals with contracts lasting between 1 and 2 years, guaranteeing an average “filling factor” of 89% in TEU; Creation of a process described as “book of business”, whose objective was to explore the potential of each client, plan seasonality and measure the level of success in our negotiations; Monitoring administrative and financial issues related to commercial alliances, proactively intervening whenever there was demand; Participation in several national and international trips promoting the company's products to customers, including seminars.

Responsible for the maintenance and performance of the company's strategic customers; Contacts with customers for business development in different segments, breakbulk, dry and refrigerated cargo; Contacts with shipowners abroad to define the commercial and operational strategy; Monitoring of quotation processes, medium and long term contracts; Monitoring the performance of outsourced agents; Outcomes: 20% increase in the share of strategic customers in the reefer segment; 18% increase in medium and long-term contracts with key customers; 23% increase in the share of consolidated cargo; Identification of opportunities and the creation of a maritime service to Mexico, after the termination of the bilateral agreement between the countries; Participation as Vice-President of the Brazil Mexico Chamber as a resulto f the interaction in the processo of monitoring and promoting new opportunities.

MBA in ESG.

MBA on hold.