Commercial Director
Money GPS
Total years of experience :30 years, 7 Months
MoneyGps
Commercial Director
Building up a reinforced customer base, identifying, offering and providing consulting and financial solutions for prospects and customers. Leading and coaching a small sales team.
Improving management and enhancing value for corporations, restructuring and establishing multi-channel financing systems for business reengineering and access to capital funding.
Sell and quantify customer evaluation projects. Ensure outcome is met for each investment project.
Main achievements - Winning key clients and reconquering others. Regrouping services and marketing and sales strategy. Assuring service levels for clients, mainly fom retail, logistics, builders, financial institutions and public corporations.
VW Bank/Leaseplan Corp August 2002 to December 2013
LeasePlan Corp (via merger with Europcar FS)
Key account manager(2006 /2013)
Managing sales for multinational and medium accounts (180 corporate clients), with a business volume around 18 million euros per year.
New business identification and target selection. Sales and communication strategy, reaching all Key market segments. Redefining SLA’s and shared KPI’s. Winning 36 new accounts in 2013. Managing client retention, penetration and overall satisfaction. 140% overachieving the annual objective last year.
Main achievments: Developing a sales marketing strategy with a 30% direct effect on new corporate customers. Winning International Key accounts from main competitors (Auchan, Deutsche Bank, Banco Popular, Zurich, Cisco). Above average customer loyalty and fidelization. Training in LP values and best sales practices. Finantial products upselling.
Europcar Fleet Services - VW Bank
Sales manager (2002/2005)
Managing a sales team for medium business, partnerships and special projects (State, German chamber of commerce and FLAD). Team management and hiring, evaluation and training. Cross selling through retail and banking Partnerships. Defining targets, objectives and profitability levels. Up scaling the direct sales channels and develop brand new products and services.
Main Achievments - Creating new business ventures with a new team for B2C and B2B accounts, overachieving the objectives 30% more. Developing the B2B marketing plan. Winning key accounts and new partnerships. Reshaping the financial model in order to increase profitability.
Optimus - Sonae.com September to July 2002
Corporate Sales Deputy Manager
Team sales manager for Large accounts and Institucional clients. Negotiations and renegotiations (within the 1000 biggest companies) . Coaching and training courses. Marketing segmentation and pipeline generation for new potential clients. Consolidating Data Sales system for customer support & sales strategy.
Main achievments: Building a new sales team foccused in the large corporate clients. Participation in the global sales and marketing plan. Sales target ang key negotiations involvement. International business coordination with Orange. Achieving two majour parnerships with two Key Institutions (Aspac and Sectram)
Optimus - Orange Mobile September 2000 to July 2002
Corporate Sales Deputy Manager
Team sales manager for Large accounts and Institucional clients. Negotiations and renegotiations (within the 1000 biggest companies). Coaching and training courses. Marketing segmentation and pipeline generation for new potential clients. Consolidating Data Sales system for customer support & sales strategy.
Main achievments: Building a new sales team foccused in the large corporate clients. Participation in the global sales and marketing plan. Sales target ang key negotiations involvement. International business coordination with Orange. Achieving two majour parnerships with two Key Institutions (Aspac and Sectram).
May 1999 to August 2000
General Manager (Dealership)
Project management and target definition. Building a structured business plan and annual marketing plan modelling. Developing corporate objectives, budget control, quality standards, financial inputs and outputs. Hiring, training and managing sixty new workers, from senior managers to sales and technicians. Property, industrial machinery and tools acquisition. Marketing and sales mix.
Main achievements: Launching a new dealership in Parque das Nações in just 5 months, reaching breakeven in just 3 months. Acquisition of a second dealership location (Alverca): hiring and training different people, with different backgrounds and experiences, with a sound strategy behind. Finding new markets and new sales approach. Supply chain supervision and negotiation. Team motivation. Reinforcing the dealership quality standards.
Grupo BCP September 1996 to April 1999
American Express - Millennium BCP
American Express - Millennium BCP
Corporate Director (1998/1999)
Product and services restructure. Redesigning network sales incentives, communication and marketing tools. Taking advantage of different banking channels and cross selling potentials. Marketing and sales plan promotion and fine tuning. Development of a cross border product manual and network incentives. Branches nationwide training.
Main achievements: Commercial network sales outgrowing. Increased performance through training, incentives and reinforced marketing and communication tools. Building new services and enhanced corporate card image. Call center integration. Services level and perception improvement (shortened approval timings and contract effectiveness). Interconnected marketing plan and sales strategy. Corporate credit card increased performance reaching the first market place. Ambitious growth plan. Participating in the quality certification by the ISO9000 norms.
BCP renting - Millennium BCP/G.E. Capital
Deputy Director (1996/1998)
Project development for a new consumer finance unit. Services and product innovation through a full service concept. Sales, marketing and call center coordination. Boosting the banks cross selling capabilities for new products and services. Annual marketing and sales plan involvment. Training different networks, inside the Bank and with key partners. Controllership expert.
Main achievements: Streamlined and successful operation that would stand as number one in the market. Structured Solid sales and marketing structure with outstanding communication and advertisement tools (marketing budget was 15% of total investment). Manage to develop and train different units and departments. Incentives and marketing plan creation. Building a sales support/CRM call center. Process orientation and organized data for a streamlined and successful operation right from the start.
Deputy Director (1996/1998)
Project development for a new consumer finance unit. Services and product innovation through a full service concept. Sales, marketing and call center coordination. Boosting the banks cross seling capabilities for new products and services. Annual marketing and sales plan involvment. Training different networks, inside the Bank and with key partners. Controllership expert.
Main achievments: Streamlined and successful operation that would stand as number one in the market. Structured Solid sales and marketing structure with outstanding communication and advertisement tools (marketing budget was 15% of total investment) . Manage to develop and train different units and departments. Incentives and marketing Plan creation. Building a sales support/CRM call center. Process orientation and organized data for a streamlined and successful operation right from the start.
GE Capital - General Electric December 1994 to September 1996
Account manager (Portugal)
International Project Manager (direct report to the European H.Q. in Brussels)
Corporate Key Account portfolio management in leasing and fleet management. Regular prospection with a sizeable number of new key account customers conquests (Siemens, Pfizer, Merck, Microsoft, PT) . Client accounts management and negotiation. Credit and risk analysis. Six sigma Sales Black Belt. International Project manager of "Retention and Fleet penetration" programmes - focused in customer loyalty and contract renewals.
Main achievments: Consolidated project for retention and fleet penetration across Europe (Worked and lived in Brussels for more than six months) . Improved sales by 26%, through the search of new sales channels. and Quality black belt (Six Sigma) . Participation in several International Key account negotiations in Germany and UK. Adapting Belgium service level KPI. Global competitors benchmark. Consultant selling on value award. Special course in Spain about GE professional selling skills.
GE Capital - General Electric December 1994 to September 1996
International Project Manager (direct report to the European H.Q. in Brussels)
Corporate Key Account portfolio management in leasing and fleet management. Regular prospection with a sizeable number of new key account customers’ conquests (Siemens, Pfizer, Merck, Microsoft, PT). Client accounts management and negotiation. Credit and risk analysis. Six sigma Sales Black Belt. International Project manager of “Retention and Fleet penetration” programmes - focused in customer loyalty and contract renewals.
Main achievements: Consolidated project for retention and fleet penetration across Europe (Worked and lived in Brussels for more than six months). Improved sales by 26%, through the search of new sales channels. and Quality black belt (Six Sigma). Participation in several International Key account negotiations in Germany and UK. Adapting Belgium service level KPI. Global competitors benchmark. Consultant selling on value award. Special course in Spain about GE professional selling skills.
P&I Colliers, Soc. Gestora de Patrimónios November 1993 to November 1994
Property manager
Property management evaluations and institutional sales, managing building complexes and shopping centers (Olaias, Fonte Nova, Imaviz, Alvalade), and branches from top clients (Comercial Imobiliária and EPAC) . Clients' representation and asset negotiations.
Main achievments: Know how about the real estate business and evaluations. Adapting evaluation and negotitaon methods for the industrial and residencial segments. Representing clients in acquisitions, ordinary transactions, management and property sales.
ISCTE (started Feb 2012) Lecturer: PHD Dra. Virginia Trigo Thesis (ongoing): “The Hub corporate strategy - a national ecosystem” Portugal vs Singapore How to change the Portuguese economy. The business of seaport and economic growth is a closely intertwined relationship that affects the performance of the domestic economy's international trade as well as the real estate sector and virtually all other economic sectors. This crucial synergy in turn depends on the strategic quality of public policy in renewing and strengthening infrastructural and related activities affecting the seaport, a case evident in Singapore's experience. By the 15th century, although Singapore had declined as an international trading port due to the ascendance of the Malacca Sultanate, such trade continued on the island. A map of Singapore by Portuguese mathematician Manuel Godinho d'Eredia showed the location of the office of a shabandar, the Malay official responsible for international trade significant settlement or port at Singapore until 1819.
PHD student in business administration ISCTE (started Feb 2012)
Post-graduation in Project management and corporate evaluation, ISEG (2000)
Master in Management and International Finance M.B.A. – Modern University/ Madrid Politecnical (1995/1997)
Master in European Studies – Economics Catholic University of Portugal (1993/1994
Law Degree - International University (1989/1993)