Guilherme Rodrigues

Currently leading the newly consolidated Business Intelligence & Strategy Division, overseeing Project Management Office, IT Infrastructure, Information Systems, Software Development, and Strategic Planning. - Reorganized internal support through an integrated helpdesk system based on gamified sprints and rotating Scrum Masters — doubling ticket resolution rates. - Migrated telecommunications to a full cloud system, reducing mobile line costs by over 70%. - Redesigned network infrastructure, eliminating unplanned outages at HQ. - Implemented embedded licensing model and software usage optimization, cutting Opex by over 30% while increasing service quality and delivery capacity.

Led the structuring of Grunner’s PMO and Strategic Planning functions, transforming project execution and corporate governance. - Built an intelligence unit to link financial KPIs to cross-functional operations. - Developed a robust budget framework integrated into decision-making company-wide. - Executed market intelligence initiatives to assess market size, client share of wallet, and portfolio expansion strategies. - Implemented a corporate planning model using S&OE, IBP, and long-term strategy, in partnership with Ernst & Young. - Created gamified sprints and a rotating Scrum Master model to foster agile leadership and team development.

Joined as a business consultant to support strategic transformation initiatives. - Led an in-depth operational and financial study to restructure the factory’s labor model, focusing on cost-to-output efficiency and alignment with demand peaks. Designed a new shift system, simulating multiple workforce allocation models and calculating their impact on direct labor costs in the Cost of Goods Sold (CPV). The new model reduced Opex by over 30%, improved productivity, and preserved compliance with labor regulations - Designed a centralized customer communication channel to generate actionable market insights. - Delivered operational and communication improvements that increased responsiveness and efficiency across departments.

Led logistics and inventory transfer operations for the Southeast and Pará regions, managing both administrative and driving teams. - Rebuilt the scheduling system to optimize fleet capacity utilization — improving asset usage and reducing total transfers without impacting service. - Introduced daily operational-financial alignment meetings to embed performance culture across frontline teams. - Delivered hard cost savings through reallocation of routes and smarter fleet planning.

Selected for Martins’ Executive Trainee Program with direct coaching from C-Level leadership. - Led a project to transition from outsourced transportation to third-party drivers (agregados), reaching 12% adoption within 5 months. - Achieved 30% cost reduction per shipment vs. outsourced carriers and 8% vs. internal fleet, without capex for new vehicles. - Trained in leadership, time and resource management, and corporate strategy.

Led software support strategy for electromagnetic transient simulation tools. - Rebuilt customer support for software products, reducing reliance on high-cost developers. - Created a dedicated training and support team with agile routines and sprint cycles. - Structured N1/N2 tiers to improve service scalability and reduce operating costs.

Supported commercial performance via Salesforce CRM expansion and automation of P&L reports. Connected SG&A and sales activities to financial indicators, improving decision-making speed and lowering sales overhead.

Tasked with restructuring a post-ERP SAP WM logistics operation. Cut delivery time to field mechanics by 10x despite inventory complexity. Reduced idle capital by 50% and SKU volume by 30% through layout redesign and strategic stock management.