I started in logistics with the habit of going to the root of a problem. Over time I learned that what blocks a process is almost never the flowchart — it is the people who have to make it work. I bring both sides: operations and the management of delivery.
Continuous improvement with measurable operational outcomes across sites.
Incident response and stabilization missions under pressure.
Nine years running an entire business — product, logistics, finance, and technology.
Not all of them — but some of the ones that best show what I can do.
Selection processes
Full application and selection flow for Phomenta partner NGOs. Each step — candidacy, screening, follow-up — has history and traceability. Replaces a process done manually in spreadsheets.
Team management
Facilitator allocation tool for projects. Crosses availability, profile and location to suggest teams with criteria. No dependency on individual judgment for each decision.
Excel/VBA automation
Fleet and logistics flow monitoring at Panalpina was done manually. I centralized it into a shared system for the whole team. Individual improvisation became operational routine.
Stock management
The beverage corporation had no inventory process — the module didn't exist in the WMS. I built it from scratch: flow, verification, cadence. High-pressure environment with no margin for rework.
Crisis management
Emergency 2-month mission in Lima to reorganize Panalpina Peru's operations. Inventory out of control, critical stock discrepancies, team without a clear process. Left with stabilized flows and everything documented.
Positions and work focused on this area.
Oct 2025 - present
Phomenta
Responsible for the information infrastructure in an organization with no formal hierarchy — prioritization, build, and integration decisions without middle management.
2017 - present
Colibri
The first 5 years of Colibri were with my partner; I then ran it alone for 4 more. I never had a team — not out of limitation, but because I made the processes efficient enough to run without one. Product, supply chain, distribution, finance, and customer operations: all running with minimal friction.
2017 - present
Autônomo
Independent consulting with leaders and teams on process improvement and organizational communication.
2014 - 2016
Panalpina
Process Development Supervisor — continuous improvement across multiple branches, emergency assignment in Peru, direct reporting to the executive board.
2010 - 2014
Panalpina
Logistics Analyst — four years mapping and optimizing logistics processes at national scale, focused on identifying where time and cost leaked.