Roberto Moron Martins Junior


18-year ascending career in multinational and national companies such as Interchange, Citibank, Travelnet/eCorp, Unilever & Villares Control.

At Interchange, position of President Director, responsible for a R$ 60 million P&L with annual processing of 2.8 billion electronic transactions, managing a community of 50,000 companies and a correspondent banking network of more than 7,000 commercial establishments (20,000 checkouts) with collection movement above R$ 10 billion per year (direct responsibility for R$ 1.2 billion/year in collection and financial forwarding among retailers and utility companies). Restructuring of the entire operation and leading of the stock sale process for a foreign investor.

At Citibank, leadership of the Business-to-Business strategy, being responsible for this business US$ 15 MM P&L, managing an independent operation with direct report to the Citibank’s President.

Broad experience in executive positions and undertaking leadership (Founder-partner - Travelnet/eCorp) with full domain of the operation management and its Product, Commercial & Marketing, System and Administration departments – good knowledge of several economic segments (Financial, Services, Information Technology and Consumption Goods Industry).

Team building, leadership and development, including executive directors.

Extensive experience in managing corporate business units, start-ups, spin-offs, sales and mergers.

Solid academic background: Electric Engineering and Post-Degree (Polytechnic School-USP).

Fluent English and Spanish knowledge.


General Manager / Business Unit Director

Work History

Work History
Jul 2004 - Dec 2008



Leadership of the business strategic review, being responsible for the company’s P&L, managing as the single statutory an operation with direct report to the Administration Board, composed of the four shareholder’s representatives.

Increase of the operational result from R$ 6.9 million/year to R$ 18 million/year, with no reductions in the investment levels. Achievement of an over 40% return margin in a commoditized and mature operation field with several larger sized competitors and new entering companies.

Change of the company’s focus as an EDI (Electronic Data Interchange) service provider to a company that supplies financial transaction management services (execution of market repositioning, conceiving a new strategic view, defining in conjunction with shareholders other directions to maximize the business value, simultaneously reducing operational risks).

Migration of the company’s go-to-market for a consulting sales operation focused in solutions.

Restructuring of the company’s backoffice, outsourcing Administrative and Financial processes to Deloitte (BPO), changing the financial management project completely, sanitizing critical operational processes and establishing robust controls of the operational risk management.

Coordination of the technologic platform conversion, migrating all clients for the Internet channel (more than 50,000 companies), changing obsolete technologies by competitive solutions with greater added value, promoting scale gain with the transformation of the data processing activities (data center migration), through cost adequacy and quality improvement of the provided services.

Leadership of the redefinition of all service level agreements, positioning Interchange as integrator, providing several services to the market through several electronic and physical channels.

Review of Product Programs, negotiating most critical agreements with larger financial volume and operational risk, professionalizing the company and preparing it for non organic growths. The direct distribution channel was restructured and an indirect partnership channel was created with commercial representatives.

Promotion of the Human Resources area implantation, assuring that the company was supported by a consistent HR strategy and that the daily operation counted on all necessary departments, such as: Recruiting and Selection, Training and Development, Remuneration and other sectors.

Leadership of the hiring process of more than 60 managerial level professionals, modifying the company’s human resources profile, transforming a structure of 350 employees and more 200 outsourced professionals, providing the necessary support for the Core Business.

Improvement of the expense operational efficiency above R$ 45 million/year to R$ 27.5 million/year, with the reduction of deficient business lines and investment increase in the Core Business.

Growth of the company’s cash from R$ 20 million in 2004 for more than R$ 60 million in 2008, sending annually the triple of dividends to the shareholders in comparison to years previous to this management. The company’s net asses increased by 300% reaching R$ 80 million.

Coordination of Interchange sales presenting the business for more than 30 interested groups, executing due diligence activities and negotiating the share purchase and sales agreement between the shareholders and the international investor which incorporated the operation.

May 1999 - Dec 2003

Business Unit Superintendent Director

Banco Citibank S.A.

Development of a new business in the e-Commerce area, participating in strategic decisions worldwide. Leadership of a team of more than 100 employees and several outsourced ones.

Management of corporate bank business electronic channels. Leadership of the business transformation of CashManagement, Trade Finance & Services, Treasury, Corporate Funding and Loans aiming at expanding the distribution through electronic means, reducing costs and improving the service level to clients. Implementation of the first e-Procurement internal project which brought more than 20% reduction in purchase costs.

Responsible for several strategic partnerships, among which: Antfactory (union with an incubator of emergent businesses) and SAP (execution of the first Citibank-SAP alliance in the world, which was worth the title of “excellence center in e-Business”). The solutions created in partnership with SAP generated direct income higher than US$ 10MM/year.

Implantation of new products in more than 40 large corporate clients and 1,000 middle market companies. Achievement of a transaction liquidity flow of half billion annual dollars, generating US$ 30 MM X-Sell in financial products.

Identification of a feasible alternative to speed up the e-commerce business break-even. Business redimensioning for the local market reality, reducing the operational expense base and multiplying income.

Proposition and consolidation of the e-Commerce business unit merger with the company Mercado Eletrônico. Coordination of the business spin-off approval, being responsible for negotiations among shareholders (GP & Opportunity Investment Funds and Founder-partner). Development of the shareholders agreement, executing the societary acts inherent to the merger.

Modeling of the joint operation in order to capture synergies. Validation of the proposal through a detailed DueDiligence. Execution of the operational transition, transferring employees, building the new direction body and migrating the client base. Transference of the USA infrastructure for Mercado Eletrônico in Brazil. Actuation as Citibank’s representative in the Administration Board with GP, Opportunity and Founder-Partner.

Dec 1995 - May 1999

Founder-Partner / President


Foundation of the company in the Internet commercial opening moment in Brazil. Structuring of the access provider operation in retail (reaching more than 3,000 clients) and the project unit in the corporate segment. Launching of the first large e-Business service in Brazil, positioning the “TradeBox”, corporate e-Commerce integrated service, as the first transactional marketplace in operation in the country, outstanding in the market leadership.

Segregation of the corporate project business unit, creating the company eCorp, adding new developers. Structuring of the commercial area and opening of new relationships, generating more than 70 large corporate clients, creating strategic partnerships in Brazil and abroad with Microsoft, Progress/PGS, Intershop, Listel, Unibanco, Citibank, among others, participating in the creation of the first web services in large companies.

Diversification of solutions through growing investment, expanding business through important projects with clients in the financial, industry, services, utilities and communications segments. Development of the virtual marketing, electronic transactions and client service market via Internet. Creation of a new operation focus through the strategic diagnosis and recommendation of Internet application actions such as re-design and reconstruction channel of the clients´ business.

Leadership of forty professionals at eCorp and seventy at TravelNet in the following areas: commercial, strategic planning, administrative, technical, operations and product. Exercise of financial administrative position in the two companies, cumulating the other business responsibilities, having implanted financial processes (receivable management and payment to providers/employees), tax and accounting, besides taking care of the relationship with the financial market and tax entities; implantation of quality indicators and establishment of the administrative/financial planning subject. Establishment of commercial offices in São Paulo, Bauru and Rio de Janeiro, besides a development and programming unit in synergy with UNESP (Universidade Estadual Paulista).

Responsible for the P&L of the two companies until May, 1999, being a major shareholder and president of TravelNet and eCorp boards until January, 2001, when the participations were negotiated with investors.

Mar 1992 - Dec 1995

System Manager

Gessy Lever - Unilever
Feb 1991 - Mar 1992

System Analyst

Villares Control


Feb 1993 - Dec 1994


Politecnica - USP
Feb 1986 - Dec 1990


Politecnica - USP