Wanderson Ramon

Respondendo para o Diretor Regional, implementou ajustes que deram maior equilíbrio de preços entre canais, com relevante incremento bottom line por captura de preços: - Alterou/ corrigiu RTM (C&C); - Explorou as diversas regulamentações tributárias da região; - Eliminou, em conjunto com pricing e trade categorias, a dispersão de régua por regimes especiais e mix canal; Durante cerca de 6 meses, atuou como Diretor interino na região. Nesse período também implementou um Canal (Podcast) dedicado aos líderes, onde puderam compartilhar seu mindset e crenças atuais sobre Gestão e Liderança com o time de Vendas, Trade e Merch.

Assumiu interinamente com reporte direto ao CEO e efetivado, Gerente Nacional de Vendas com reporte ao novo Diretor, após participar, tornar aplicável e executar importante Projeto de captura de preços por todo o Brasil: - Eliminou Dipersão de preços canal/ UF; - Incrementou ~R$72mm no bottom line/ ano; - Criou e implementou a "Tabela Zero"; - Reconfigurou a Matriz de Preços; - Equilibrou investimentos e faseamento de pedidos; - Trouxe Equity para ações de Trade Marketing PC; Nos mais de 2 anos de implementação, cresceu share Nielsen Brasil (exceto Hiper Area III) em PC em todos os anos, enquanto o segmento regredia.

Reportando para o Diretor Nacional de Vendas com um time de 8 Supervisores e Executivos dos canais direto e indireto, retomou a liderança de Tissue FD no Centro Oeste com visão share carrinho e embalgem certa, e construiu a liderança de Fralda no Cashing & Carry em MG. Promoveu o equilíbrio de canais que trouxe para MG o crescimento de duplo dígito por 2 anos consecutivos com ganho de 2p.p. no P&L da Regional.

Reported to the Commercial Director, with a team of 10 employees (6 Sales and Trade Marketing Managers). Expanded the execution model and JBP self-service to other States and the direct channel. Increased the scope and profitability of the chain through geographical management and an appropriate channel mix. Reversed the negative scenario of the North region with a -5% P&L gross margin (c. R$2 million negative in YTD), by readjusting FOB in 12 months, increasing 25% of PVV and mobilizing resellers for greater focus in the development of profitable brands and white areas. As a result, achieved a gross margin of +7% in 2014 ( c.R$2.5 million), with c. 1,000 new POSs, two new distributor units in the states of RO and AC and all current resellers.

Responsible for the channels: Cold, AS and Special (On Trade), developing brands focused on events, the media, DN and shopper sell-out levers. Expanded high-level On Trade business and concepts to feature in the Veja Eat & Drink magazine, with a team of six employees (two Managers). Implemented the Cool Box project in neighborhood retail at zero cost, increasing the channel from R$8 million in 2012 to R$15 million in two years, with 1.2 pp in market share, reversing the negative scenario of one of the worst bad goods indices in the country.

Developed brands focused on expanding and strengthening the Distributor network, with the main beer brand suffering from a sharp decline in the Center-West region, with low density and price sensitivity. Initiated a brand development project with a TRI coverage incentive plan with sell-in initiatives, segmenting local TV, radio and billboards, with consumer sell-out initiatives. Increased sales from 7,000 boxes in 2011 for the current 18,000/month, 80% of the volume of the brand.

Managed the indirect channel: cold, traditional and self-service (retail and regional wholesale), focused on shoppers and trade, defining and implementing sell-out and number/weighted distribution initiatives and strategies, with c. 6 distributors. Increased market share from 6% to 8% by increasing mix in retail networks monitored by Nielsen’s Scantrack and reducing the volume for AS and Traditional small retail.

Planned, negotiated and monitored sell-in and sell-out accuracy by managing prices, DRE and contribution margins by SKU. Increased Drop Size by 30% during a six-month campaign, with mix weight from 7% to 12% in the period, without disregarding beer volume.

Trained multipliers and developed content for the Schin Academy, for 1,400 employees, including Managers, Supervisors, Salespeople and the Logistics team. Trained sales teams of 25 resellers and Distribution Centers in the States of DF/ GO/ TO/ MT/ RO/ AC/ AM.

T&D Instructor for Managers and Salespeople in 30 stores in GO/ DF/ MT/ MG.

Managed the company budget. Leader of the administrative and input/raw-materials procurement teams.

Managed client prospection and loyalty/profitability of large portfolios (Unilever, JBS)

Main active call center leader and indirect leader of 50 salespeople and 4 supervisors.