Thiago Londe dos Santos Soares, MSc

Decision Point is a global Advanced Analytics and Growth Intelligence consultancy, acquired by LatentView, operating in more than 50 countries. I was invited to launch the Brazilian operation and lead the expansion into Latin America, with the goal of consolidating the company as a strategic partner in data and digital transformation for the CPG and retail sectors. Key deliverables and responsibilities: * Implementation and end-to-end management of the Brazil operation, including organizational structure, governance, processes, KPIs, and regional growth strategy. * Strategic repositioning of Decision Point in the Latin American market: from a data tools provider to an impact-oriented business consultancy. * Leadership of the company’s largest global account, driving contract renegotiation, scope expansion, and the integration of advanced analytics into commercial strategy. * Revenue and pipeline expansion - over 3× growth in less than a year, with new projects in CPG, retail, and manufacturing. * Management of a multicultural team (60+ professionals), including data engineers, analytics scientists, and business consultants across Brazil, India, Chile, and Mexico. * Development of value propositions based on AI, RGM, and digital growth, integrating technology, data, and consumer behavior. * Direct interface with regional and global C-levels, acting as a business partner in strategic go-to-market decisions and digital transformation. Results: brand repositioning in Brazil and Latin America, a stronger data-driven execution culture, and the creation of a new vertical of digital solutions for major global clients.

Global Strategic Planning Professor

Founder of a boutique consultancy focused on strategic planning, revenue growth management, and commercial transformation, created to support companies undergoing restructuring, expansion, or market repositioning. Key deliverables and responsibilities: * Development of commercial planning and performance projects, linking strategy, data, and execution. * Support for executives and leadership teams in reviewing indicators, processes, and incentive models. * Strategic support for Estrella Galicia, as a client of the consultancy, on growth, commercial structure, and pricing governance.

Led the creation of the Commercial Strategy and Revenue Growth Management Department, structuring a team of 15 multidisciplinary professionals to redesign the pricing, negotiation, and client relationship model. * Within 12 months, price and contract closure indicators significantly increased. * Developed a new pricing policy and commercial incentive model, resulting in the best revenue performance in recent years. * The team achieved double-digit price growth in less than six months, reversing a trend that had lasted more than seven years. * Implemented executive governance for commercial decisions, integrating corporate areas and regional operations.

Led the digitalization and growth agenda at the largest wholesaler in Latin America, responsible for 70% of the company’s total revenue. Managed a team of approximately 650 people, integrating technology, marketing, and commercial operations. * In six months, multiplied marketplace sales and increased B2C e-commerce traffic by 2.5x. * Redefined commercial incentive models and KPIs, boosting productivity by over 20%. * Led the approval of a multimillion-dollar expansion plan, connecting digital innovation with traditional governance.

Responsible for designing and implementing the company's first Global E-commerce Commercial Strategy, covering 20 countries and a portfolio of billions of dollars in sales. * Coordinated multicultural teams across five continents. * Delivered double-digit revenue growth and a significant increase in market share in priority markets. * Defined global guidelines for pricing, segmentation, and digital execution.

Led the regional commercial strategy division, overseeing 15 senior leaders across six countries and coordinating an operation with billions of dollars in sales. * Led the complete re-planning during the pandemic, ensuring operational resilience. * Delivered +1 p.p. of market share and +5% revenue growth in key channels.

Served as a board member of the joint venture between Coca-Cola and local bottlers, responsible for supplies and bottles. * Implemented a portfolio and cost optimization strategy, resulting in double-digit growth in net profit.

Responsible for the relationship between Coca-Cola Company and Andina Chile, leading a team of 10 people and annual investments of hundreds of millions of dollars. * Reversed a seven-year negative trend, achieving double-digit growth and market share gain.

* Led the implementation of agile models with 10 senior leaders; achieved double-digit growth in premium packages within five months. * Reduced project execution time by 50%.

* Reversed a six-year decline in the channel, focusing on portfolio and customer segmentation.

I led a multifunctional team of 8 professionals focused on planning and executing the most important initiatives each quarter. Our scope included: Tracking all projects and initiatives at national and regional levels for soft drinks. Evaluating new business opportunities monthly with senior leaders, supported by BI centers that analyzed internal data, external data, and marketing trends. Managing investments at the vice presidency level. Creating daily, weekly, and monthly reports for the vice presidency level, used locally and internationally, to identify short-term opportunities in the market plans. Creating a national BI system to deliver faster and more structured information to regional leaders. Conducting demand planning at the SKUI level for daily, monthly, and annual forecasts.

Responsible for the relationship between Coca-Cola Company and Andina Bottler, influencing and engaging them toward our main strategies, notably in Modern Trade Channels. Also responsible for the region RGM strategy and co-leader of Fanta Guaraná and 250 OW national launches. The implemented strategies led to record high Modern Trade market share, the region won the Best in Class RGM execution at national level, reducing mark-up loss at 1pp and leveraging price compliance in 20pp. Lastly, we have successfully launched Fanta Guaraná (1pp market share in 6 months) and 250 OW (most profitable SKU in thew portfolio in 2016).

I was invited to the position to restructure the area. I worked to redefine the scope, replace the team and prioritize the Franchise Unit agenda. Also, we created the first BI in Brazil Business Unit to integrated internal and external data, serving as benchmark for the other units and also providing fast and accurate data and analysis.

Responsible for the relationship between Coca-Cola Company and Femsa Bottler, influencing and engaging them toward our main strategies, notably in Immediate Consumption Channels. Also responsible for the region RGM strategy and regional product launches. In a regional level, we have created a multidisciplinary team with the Bottler to launch a disruptive SKU (first time in Brazil BU), that drove revenues to a double digit growth. We won the Best in Class RGM execution at national level, leading to additional growth in the market.

Projects financial analysis. Porftolio financial analysis. P&L and balance sheet estimations.

As planning specialist, I was responsible for: manage interns’ team, market analysis, look for new growth opportunities, volume forecast, market expenses / investments management and regional bottler’s alignment regarding sales forecast and market expenses / investments.

As planning analyst, I was responsible for: manage interns’ team, market analysis, look for new growth opportunities, volume forecast, market expenses management and regional bottler’s alignment regarding sales forecast and market expenses.

Daily tracking, market expenses reports, Nielsen monthly reports.