Cleber Rossini

• Leadership of 60 employees (8 leaders and 52 individual contributors, including internal and external team members) in the Technical Assistance and Commercial areas, reporting to the Marketing Director and CEO. • Restructured the Trade Marketing area and established the Commercial Intelligence area, focusing on team development, process optimization, and increasing operational efficiency. Sales: • Restructured the Sales area, revitalizing the customer base and aligning it with the company's needs, resulting in significant improvements in commercial results. • Responsible for developing the commercial strategy, budget control, and managing performance KPIs for the team, brands, products, and customer portfolio. • Cultivated a client portfolio of 1,300 stores across Brazil, following guidelines to increase market share and profitability of sales. • Developed a training calendar for the internal team in SPIN Selling. • Managed indicators such as revenue, quantity of products, clients, average ticket, and distribution by region. After-Sales (Technical Assistance): • Responsible for developing the service strategy, budget control, and material planning, ensuring operational efficiency and quality in the service provided. • Monitoring of customer service KPIs, inventory control, supply purchasing, service level agreement (SLA) for service, and SLA for delivery. • Managed 300 after-sales stores across Brazil, focusing on excellence in customer service, as well as planning product replenishment and warranties in authorized networks, ensuring availability and logistical efficiency. • Developed a training calendar for the authorized network, prospecting new partners, and ensuring adherence to customer service policies. • Provided field information to the Quality area to drive continuous improvements in products. • Developed and implemented the Omnichannel service strategy, prioritizing First Call Resolution (FCR) and customer experience (CX).

• Managed a team of 12 people and a customer service partner with 6 members, responsible for a budget of BRL 3 million and inventory worth BRL 5 million, reporting to the Director of Operations. • Restructured the after-sales area to cater to premium brands such as Caloi and Cannondale, requiring a more sophisticated approach with customers. • Redesigned the customer service process, reducing response time from 20 to 5 days, aligning with the expectations of demanding consumers. • Developed reports to monitor product quality, identify issues, and implement effective data-driven solutions. • Gained recognition for the company by receiving 5 "Reclame Aqui" awards as the best company in the segment, transforming Caloi into a reference for customer service. • Collaborated with startups through AceCortex, coordinating an innovation project to implement an agile culture, establishing problem-solving processes in squads and promoting collaboration among cross-functional teams. • Identified bottlenecks in logistics and developed a project that reduced product delivery time from 20 to 7 business days. • Coordinated the Caloi + Yellow project focused on bicycle manufacturing, promoting strategic partnerships and innovation in product development. • Led 2 Managers and Analysts, reporting to the Executive Committee, which included the CEO, CMO, and CFO.

• Structured and managed the Industrialization Engineering area, reporting to the Operations Director, with the goal of supporting the factory in technological evolution. • Supervised testing schedules for new product launches. • Verified prototypes against the bill of materials (B.O.M) and created the B.O.M, including production versions and functionality tests in SAP. • Scheduled and executed try-outs and pilot batches, ensuring the functionality of new products through testing and adjustments before large-scale production. • Introduced new processes, such as aluminum brazing and Flat Welding technologies, and Walter Slide adhesive bonding. • Responsible for inventory and transfer of equipment during the acquisition by Dorel Sports and the closure of the Atibaia factory. • Coordinated the transfer of children's product lines from São Paulo to Manaus, managing budget, layout, machinery, transportation, and introduction plan. • Redesigned packaging and protective accessories for medium and high-value products, increasing efficiency and presentation. • Established a link between product development and manufacturing, structuring processes for building and testing the B.O.M, and standardizing codes and nomenclature. • Introduced Dorel Sports group brands in Brazil, such as Cannondale, GT, Schwinn, and Mongoose, managing the B.O.Ms, try-outs, and pilot batches.

• Responsible for the development of Caloi products and the implementation of OEM product development (Decathlon and Centauro). • Lead the product development team, coordinating all launches and involved in development from conception to industrialization, focusing on quality and cost. • Worked on various product lines, from children's to high-performance products, contributing to a 43% growth in 2011. • Developed international relationships with major component brands and suppliers in Asia, including China, Hong Kong, and Taiwan. • Participated in international trade shows in the USA, China, and Germany. • Implemented the Engineering module of SAP, structuring products and creating technical lists for cost approval, material sourcing, and production.

• Higher Education Professor - Mechanical Engineering. • Course on computer-aided manufacturing processes. • Advanced concepts on CNC machines and mechanical machining and forming.

• Development of products and manufacturing processes for switch disconnector switches. • Implementation of laser and plasma cutting processes. • Standardization of engineering and quality to adapt products to the new processes. • Project management for product development. • Qualification and development of suppliers, including international partnerships. • Involvement in bids and supply for major companies (Siemens, Camargo Corrêa, ABB).

• Setup of CNC machines, such as milling machines, lathes, drills, saws, and grinders, for the production of automotive components, including engine blocks, ring carriers, and camshafts. • Creation of samples for new automotive projects, contributing to product industrialization and development. • Management of a team of 12 people in the factory, ensuring operational efficiency.