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.