Manuel Castelo-Branco

Executive Board Member at CTT CORREIOS DE PORTUGAL (Portuguese Postal Company - Sales 700 M € and 900 M € Market Cap and 12.000 headcount)
Responsible for Express and Parcels business unit (Portugal, Spain & Mozambique) corresponding to 150 M € of revenues and 1000 FTE, (till December of 2014), Large Clients (240 M € revenues and 25 FTE) and Information Systems (over 30 M € of Opex + Capex and 160 FTE).

Co-responsible for the B2B Commercial Transformation in CTT. As a consequence, a new client centric approach was created, resulting on a reversion on sales and margin decline.
New processes and methodologies were created joint with the introduction of a CRM/SFA tools. Improved execution by focusing sales on a unique point of contact, improving measuring and control and creation of the concept of “Account Management” for Large Business Clients.
Restructuration was also put in place, in Spain. Concentration of all department in Madrid. Restructuring of Sales and Marketing with the creation of a direct sales channel focusing on large clients. Restructuring of the 3rd party agents in order to improve commercial aggressiveness and operational effectiveness. Developed synergies in between Portugal & Spain both on financial, operations IT and marketing.

As major responsible for the IT and Information and Technologies Systems, restructured and merge the IT from subsidiaries, creating one single central department, with a unique vision and strategy to provide all CTT business units.
Due to technological obsolescence, a dated IT ecosystem and rigid business processes, it was necessary to create a Strategic Plan for the Information Systems. This Digital Transformation Plan is bringing newer systems, applications and processes from Operations to Financial department, enforcing and enabling change and innovation. It is currently running, with foreseen investments over 45 M € within the next 4/5 years, is the backbone and for the Digital Transformation and the key driver for all the innovation CTT needs to maintain competitiveness and defend its ranking as market leader.
Reached more than 14 M € cost cutting (plus to 56% reduction) as well as an additional 3 M € on the following years through the negotiation of the all IT Outsourcing and Telecommunications contracts with direct impact on bottom line. Move from a Time & Materials approach to an application management outsourcing model.

Miguel Paes do Amaral’s personal holdings - major Portuguese entrepeneur. Analysis and investment preparation in the areas of telecommunications, terrestrial digital television (TDT) and information technologies, among others. Operations made both in Portugal and Turkey.

Executive Director in representation of its largest shareholder - Quifel Holdings - personal Holding of Miguel Paes do Amaral - Portuguese entrepreneur. Since 2011, Responsible for the international area -- Europe, Middle East and North Africa as well as Angola and Mozambique. Within his scope had responsibility on business development, partnership establishment and implementation of local and international operations, with positive impact on sales growth, business development in Morocco and Libya.
Carried out functions across the whole group, namely at the business development level, as well as the evaluation of consolidation opportunities - M&A.
I was also previously responsible for the evaluation and negotiation of the entrance of Quifel Holdings in the Information Technology Market, in 2007, through the acquisition of the Tecnidata group. To do so, lead the acquisition process coordinating all the legal aspects (MOU and SPV) as well as the legal, financial, fiscal and human resources audit. Consequently, proceeded to the operational, financial and legal restructuring of the group, closing deficit on non-strategic areas, integrating and merging companies and departments while focusing on areas with more potential to growth. This restructuring created the conditions for the merger with Reditus SGPS, originating what was, at the time, one of the largest information technology groups in Portugal (115 M € and 2500 collaborators in 2011).

Saudi Oger -- Lebanese/ Saudi Holding, with revenues exceeding 12 billion euros and presence in the construction, banking, energy and telecommunication sectors in Turkey, Lebanon and Saudi Arabia. In Telco it had over 42 million clients, at the time, which made it, one of the largest Telecom operator worldwide. In Portugal, it owned MobbiZapp, a B2C mobile broadband operator.

Lead Media Capital’s Internet Service Provider (IOL) and other media or content base services. With sales exceeding 30 million euros, IOL became the second largest internet operator (narrow band). It achieved an Ebitda margin above 30% after only two years.
Responsible for all IT Multimedia as well as network infrastructure services (Communications, Networks, IT), for the whole Media Capital.

Category Sales Director for Sonae Distribution (Worten/Continente/Vobis). Responsible for the end to end process both for 3rd party brands as well as private label: from portfolio definition and procurement, price and margin definition to shop promotions and sales. Member of the project team that redefined and implemented the Worten shop concepts. Market leader with annual sales growth exceeding 50%, surpassing, at the time, 75 million Euros, with around 10 FTE, directly or indirectly. Market leader in the household appliances area. (Data GFK).

Responsible for the launching CotyBenckiser Personal Care in Portugal. Major responsabilities in for the sales, marketing and logistics.
Positive Ebitda by the end of 12 month of operation and enlargement distribution for all major retail stores.

Responsible for the marketing, trade marketing and retail promotions of one of the largest national food
companies in Portugal. KPI’s of: Sales, Market Share, Distribution, Cost by GRP, Marketing and Trade Marketing. Budget. Results: boost in sales to 40 million Euros (+15% in the civil year), making it market leader in all the categories measured by Nielsen.

Responsible for brand management owithin the portfolio in its marketing, communication and
promotion components. KPI’s of: volume and value of Sales, Market Share Distribution, Cost by GRP; Gross
Margin, etc.