Brand that drives business. Growth that builds brand.
17 years of marketing connecting brand to business results. At multinationals — Amanco, Mary Kay and HP — campaigns that turned into market share and revenue; at tech companies — :hiperstream and InfoPrice — growth functions built from scratch, with pipeline and recurring revenue. From magazine ads to ABM across 1,500 accounts — marketing that sits down with sales and owns the results.
This page is my timeline: scroll to travel from 2005 to 2026, one chapter per company and per course.
- 16% → 34%Amanco market share during the campaign period
- +40% in salesat Mary Kay Brazil in 2015
- 4× the pipelineof sales at :hiperstream, with outbound, inbound and ABM
- R$ 533 thousandin new recurring revenue at InfoPrice, in 12 months
- 4× more postsper month on the Locaweb blog
- +1,6 p.p.B2B PC market share at HP
ESPM
Social Communication — Advertising
Escola Superior de Propaganda e Marketing, in Vila Mariana, São Paulo. 3,312 hours, with a capstone project at the end.
Social Communication — Advertising
ESPM · 3,312 h
- PGE/TCC (capstone project) — Graduation Project, 252 h over two semesters (I: 8.0)8.5
- Research III10.0
- Psychology I10.0
- Brazilian Socio-Political-Economic Studies I10.0
- Anthropology9.5
See all 70 courses, by semester
| 2005/2 | Comparative Communication | 9.0 |
| 2005/2 | Elements and Techniques of Market Communication | 8.0 |
| 2005/2 | Statistics I | 7.0 |
| 2005/2 | Brazilian Socio-Political-Economic Studies I | 10.0 |
| 2005/2 | Philosophy I | 8.5 |
| 2005/2 | Art History I | 8.0 |
| 2005/2 | Logic | 7.0 |
| 2005/2 | Marketing I | 7.0 |
| 2005/2 | Sociology | 7.0 |
| 2005/2 | Communication Theory I | 9.0 |
| 2006/1 | Anthropology | 9.5 |
| 2006/1 | Statistics II | 7.8 |
| 2006/1 | Brazilian Socio-Political-Economic Studies II | 7.6 |
| 2006/1 | Ethics and Legislation | 9.2 |
| 2006/1 | Philosophy II | 8.0 |
| 2006/1 | Art History II | 7.0 |
| 2006/1 | Portuguese Language I | 8.0 |
| 2006/1 | Portuguese Language II | 7.0 |
| 2006/1 | Marketing II | 8.6 |
| 2006/1 | Research I | 7.0 |
| 2006/1 | Creative Process | 8.3 |
| 2006/1 | Print Production | 9.0 |
| 2006/1 | Sales Promotion and Merchandising I | 7.5 |
| 2006/2 | Computer Graphics I | 7.5 |
| 2006/2 | Creative I | 8.0 |
| 2006/2 | Economics | 7.0 |
| 2006/2 | Photography I | 8.0 |
| 2006/2 | Portuguese Language III | 8.0 |
| 2006/2 | Media I | 8.5 |
| 2006/2 | Research II | 8.0 |
| 2006/2 | Radio, TV and Film Production I | 7.5 |
| 2006/2 | Sales Promotion and Merchandising II | 8.2 |
| 2006/2 | Communication Theory II | 8.5 |
| 2007/1 | Computer Graphics II | 7.5 |
| 2007/1 | Targeted Communication | 7.5 |
| 2007/1 | Creative II | 7.7 |
| 2007/1 | Finance I | 7.0 |
| 2007/1 | Photography II | 8.65 |
| 2007/1 | Marketing III | 8.0 |
| 2007/1 | Marketing IV | 7.0 |
| 2007/1 | Media II | 7.0 |
| 2007/1 | Research III | 10.0 |
| 2007/1 | Communication Planning I | 8.1 |
| 2007/1 | Radio, TV and Film Production II | 7.5 |
| 2007/1 | Psychology I | 10.0 |
| 2007/1 | Psychology II | 8.5 |
| 2007/2 | Customer Relationship Management I | 7.5 |
| 2007/2 | Finance II | 7.5 |
| 2007/2 | Business Management | 9.2 |
| 2007/2 | Portuguese Language IV | 8.5 |
| 2007/2 | Writing I (Public Speaking) | 9.0 |
| 2008/1 | E-Business | 8.0 |
| 2008/1 | Database Management | 7.5 |
| 2008/1 | Brand, Product and Service Management — Consumer (B2C) | 7.0 |
| 2008/1 | Sales Management | 9.0 |
| 2008/1 | Competitive Intelligence | 9.0 |
| 2008/1 | Writing II (Business Plan) | 9.0 |
| 2008/2 | HR Management — Team Building | 8.0 |
| 2008/2 | Customer Relationship Management II | 8.5 |
| 2008/2 | Finance Applied to Marketing I | 9.2 |
| 2008/2 | Finance Applied to Marketing II | 7.0 |
| 2008/2 | Brand, Product and Service Management — Industrial (B2B) | 7.5 |
| 2008/2 | Niche Marketing | 7.5 |
| 2008/2 | PGE/TCC I — Graduation Project | 8.0 |
| 2008/2 | Writing III (Business Presentations) | 9.0 |
| 2008/2 | Trade Marketing | 7.5 |
| 2009/1 | PGE/TCC II — Graduation Project | 8.5 |
| 2009/1 | Communication Planning II | 8.0 |
| 2009/2 | Finance Applied to Marketing III | 7.5 |
| 2009/2 | Direct Marketing | 9.0 |
Short international module, through ESPM · McGill University, Montreal · May 2008Global Branding and Cross-Cultural Management
Two courses at McGill, through ESPM: Global Branding, with Professor Robert MacKalski, and Cross-Cultural Management, with Professor Alfred Jaeger. In the second, a simulation pitted two invented cultures against each other — each half of the class lived one of them and had to negotiate with the other without knowing its rules.
Same Brahma, two brands
A global branding study: how InBev positioned Brahma in Brazil and in Canada. I compared the two markets on four fronts — packaging, price, point of sale and communication —, mapped the brand's elements and the associations it evoked in each country, and analyzed what changes the game abroad: climate, nightlife, alcohol laws, purchasing power and city size.
The conclusion: in Brazil, a mass-market beer, next to the popular brands; in Canada, premium, alongside Heineken and Corona, with its own bottle, “Cerveja do Brasil · Rio de Janeiro” on the label and ambassadors of Brazilian culture instead of the soccer-and-carnival cliché — the same move Heineken made when it left the Netherlands.
At the May 2008 exchange rate (CAN$ 1 ≈ R$ 1.66), the pack cost about R$ 20 — roughly R$ 3.30 per long neck, more than 3 times the price of a can in Brazil. The same beer, repositioned as premium for the global market.
A marketing plan for F.biz
My graduation project was a 12-month communication plan to make a digital agency top of mind within the advertising industry itself.
- 01The context
2009, global crisis. Advertising worldwide was shrinking, but the internet was the only medium forecast to grow — and in Brazil it still took only 3.5% of the ad pie. Huge room for digital agencies.
- 02The company
F.biz grew out of Fulano, a quiz site that reached 350 thousand visits a day around 2000, and became the group's main business unit. Its differentiator: performance marketing, where the client pays per interaction.
- 03The diagnosis
Twelve market pressures, a competitive map, a financial analysis of public balance sheets. The finding: digital agencies barely invested in their own brands — the shoemaker's children go barefoot. F.biz was strong, but low-profile.
- 04The strategy
Focused differentiation: plant the flag as an interactive agency. The cross-SWOT produced four decisions — develop expertise, strengthen positioning, keep the partnership model and change the low-profile stance.
Experiência de Interagirthe new tagline, launched for the agency's 10th anniversary
Kickoff with the 10th-anniversary campaign: ads with QR codes e webcams that led to videos of the team — in 2009.
- 10th-anniversary campaignwith the new tagline
- Press relations
- Paid search
- F.biz kit
- Events
- Market studies
The idea came off the page: in August 2009, F.biz and Positivo challenged ESPM students, with an internship at the agency as the prize. see the news ↗
- +25%in gross service revenue as the goal
- R$ 500 thousandinvested in the plan
- Positive NPVwith projected incremental profit
Nutty Bavarian
Creative Intern
My first creative job, while still at ESPM, for the glazed-nuts brand sold at mall kiosks.
What I did
My first contact with brand, point of sale and digital all at once.
- Print piecesposters, banners, flyers and hanging mobiles
- Packagingproduction of new designs
- Point of salesign adjustments for the kiosks
- DigitalFlash banners for the company website
Doutores da Construção
Marketing Intern and Assistant
Amanco's relationship program for construction professionals: training, loyalty and job referrals.
- 65 thousand professionalsregistered and trained
- 250 storestaking part across Brazil
- 27 coursesover six years of the program, from 2006 to 2012
- 23% → 32%Amanco share in pipes and fittings, from 2007 to 2012 — with the program helping win over the people who do the building
The company
The bricklayer makes the purchase decision
Amanco arrived in Brazil in 2006 to take on a leader with 70% of the market. At the time, 77% of homes in the country were self-built: the owner buys the materials and a bricklayer does the work. The people who influence the brand choice are the tradesman and the store clerk — exactly the link the industry ignored.
Classrooms inside the stores received live satellite classes in plumbing, masonry, painting and electrical work — with an instructor answering questions from anywhere in Brazil and a certificate at the end of each module.
Every purchase made or referred earned points, redeemable for tools, electronics and gift cards. Partner-brand products earned double; store clerks earned points too.
On the website, homeowners searched for professionals by ZIP code. The more courses a professional took, the higher they ranked in the search — training turned into income.
The program wasn't Amanco's alone: manufacturers from other construction categories joined as partners, shared the costs and gave double loyalty points — paint, fixtures, electrical, waterproofing, mortar.
What I did
Where I started: internship and marketing assistant role in Amanco's relationship program for the people who do the building — one of the largest community marketing initiatives ever run in Brazil.
Trade relationship marketing
I negotiated with agencies and suppliers, supported the sales team and the program's events, and analyzed loyalty results.
I made sure the community materials — loyalty cards, membership cards, handbooks and certificates — reached more than 150 stores across Brazil, coordinating agencies, printers, PR and logistics, and tracked the loyalty program's KPIs to fix what wasn't working.
Featured projects
case study by
In the press “Construction industry invests in workforce training”↗The program ended in 2012, after six years. Afterward, Amanco kept training installers through a partnership with SENAI, which trained another 45 thousand professionals. Figures from the case study by TubainaDigital, the partner agency, and from the official closing announcement.
Amanco · Orbia
From Marketing Analyst I to III
At the Mexichem group, now Orbia, I ran marketing for three building-materials brands: Amanco pipes and fittings, Bidim geotextiles and Plastubos.
- 16% → 34%Amanco market share during the campaign period
- 95%brand awareness
- R$ 1.5M+in culture and sports sponsorships raised in just over a year through tax-incentive laws — projects funded with part of the taxes owed, without touching the marketing budget
The company
- Amancopipes and fittings brand that arrived in Brazil in 2006 as “the innovation brand”
MexichemMexican group that owned Amanco, Bidim and Plastubos — my employer from 2008 to 2014
OrbiaMexichem's name since 2019; in Brazil, Amanco is now called Amanco Wavin
What I did
Where I learned the craft: a brand newly arrived in Brazil competing for leadership with bold advertising, humor and a relationship program for the people who do the building.
Visual and verbal alignment of Mexichem, Amanco, Bidim and Plastubos
From internal briefing to production and media run, with the agency
Media planning, trade media and budget control, planned vs. actual
Co-op advertising, POS materials and packaging
Websites for all three brands, Mexichem's social media and paid search
Sourcing and approval of projects under Rouanet, Ancine, Lei do Esporte, ProAC and FUMCAD
Ad hoc and brand image research
Managed one intern from 2012 on
Featured projects
“Amanco, Amanco”
The jingle Carlinhos Brown created when the brand arrived in Brazil became Amanco's sonic signature — and the foundation of all the communication that followed, including the campaigns on this page.
Amanco × The Flintstones: the shower
In the Flintstones' house, a hot shower depended on a mammoth and a dragon. The spot introduces PPR, the hot-water pipe line and Amanco's flagship product. The campaign was recognized at the Fórum Grandes Sacadas de Marketing, 10th edition.
see the campaign's TV and radio spots ↓“Ninguém mais precisa viver no passado”
Amanco × The Flintstones · Fórum Grandes Sacadas de Marketing, 10th edition
“Cada vez mais brasileiros usam Amanco” (More and more Brazilians use Amanco)
Fischer&Friends · Commercial of the Year, popular vote, About 2013 · Fórum Grandes Sacadas de Marketing, 11th edition
“Vamos inovar desta vez?” — The innovation brand
Artplan · Silvio Luiz at the World Cup and Natália Guimarães, with the Miss Brasil 2014 sponsorship
Other radio spots and jingles
Recognition
The brand close to people
Sports, culture and health bringing Amanco closer to the people who build — all through tax-incentive laws. In just over a year, I unlocked more than R$ 1 million in incentive funding: Amanco, which had used only the Lei Rouanet, also began using the federal and state Sports Incentive Laws, ProAC and FUMCAD.
Campeonato Paulista de Futebol 7 Society2013 · via the São Paulo State Sports Incentive Law
“Jogo Bonito” — 100 years of the Brazilian National Football Team2014 · docuseries via ProAC
Esporte Clube Pinheiros — water polo teamvia the Sports Incentive Law
Hospital Pequeno Príncipe — wing sponsored by AmancoCuritiba · via FUMCAD
Risadariacomedy festival, via ProAC — sponsored early on, it later became one of the country's biggest
MBA in Marketing
Fundação Getulio Vargas · FGV Management · 432 h
- TCC: integrated marketing communications plan for Amanco water tanks (Mexichem Brasil)9.6
- E-Commerce10.0
- Online Business Game9.6
- Product and Brand Management and Development9.5
See all courses (18), in alphabetical order
| Branding and Marketing in the Sustainable Economy | 8.5 |
| Consumer Behavior | 9.2 |
| Integrated Marketing Communications in the Digital Age | 9.1 |
| E-Commerce | 10.0 |
| Finance for Marketing Executives | 7.0 |
| Pricing Strategy and Management | 7.8 |
| Customer Loyalty Management | 8.9 |
| Sales Team Management | 8.8 |
| Logistics, Distribution and Trade Marketing Management | 9.1 |
| Services Management and Internal Marketing | 8.9 |
| Sales Management | 9.2 |
| Product and Brand Management and Development | 9.5 |
| Implementing the Strategic Marketing Plan | 9.0 |
| Online Business Game | 9.6 |
| Business Negotiation | 9.5 |
| Market Research | 9.1 |
| Strategic Marketing Planning | 9.0 |
| TCC — Integrated Marketing Communications Plan: Amanco water tanks (Mexichem Brasil) | 9.6 |
Amanco's water tanks
An integrated communications plan for a product line of the very company I worked for. The product had recognized quality, but lost to Fortlev, the runaway leader, and struggled with distribution: the closed-top tank doesn't stack, which raises freight costs and delays delivery.
Advertising where the factory couldn't deliver would create demand for competitors to fill.
Media segmented by region with a digital focus — measurable, adjustable and consistent with the brand's innovation.
20% share in the Southeast and 10% in the Center-West within two years; 25% within seven, with the launch of the open-top tank.
Incentives and co-op advertising with retailers, press relations, an installer profile on the website, digital kiosks and referrals to SENAI-trained installers.
Mary Kay Brasil
Branding and Communications Specialist
Direct-selling cosmetics. Branding and corporate communications as two separate fronts.
- +40% in salesnet in 2015, in a year when direct selling stalled and cosmetics fell 6%
- 300 thousand → 440 thousandbeauty consultants between late 2014 and 2016
- 3rd largest operationof Mary Kay worldwide, behind China and the United States
- 1,100+ pink carson the road nationwide
The company
An operation growing against the tide
While I handled the brand and communications, Mary Kay Brasil kept growing even with the market flat.
Figures released by the company to the press (Mary Kay does not disclose its revenue in Brazil). Sources: Exame ↗ · Brazil Beauty News ↗
The pink car
In 1967, Mary Kay Ash bought a Cadillac and had it painted the color of her makeup compact. The car became the consultants' biggest symbol of recognition — and, in Brazil, an object of desire that earned press coverage during the years I managed the brand.
What I did
2014–16 · Branding SpecialistBranding
- Brand image and media plan
- Adapting global campaigns for Brazil
- Promotional activations
- Look Book and digital catalogs
- Agencies, vendors and budget
Communications
- Corporate PR and journalist relations
- Crisis management
- Social responsibility — Instituto Mary Kay
Featured projects
The brand joined the conversation — and the programming.
Recognition
Press & posts
Videos
Global campaigns adapted for Brazil
Gama Experience 12
Gama Academy · Growth Hacking
The immersion that took me from large corporations into the startup world. Modules on inbound, paid media and SEO; lean startup and business modeling; CRO and data analysis; traction, creative marketing and growth management.
See certificate · Gama Experience 12 ↗- Growth activity map
- Customer acquisition strategy
- Personas
- Buyer journeys
- Content ideas
- Iceberg Framework
- Outbound and sales
- Thank-you pages and GA goals
- Paid media tests
I joined the Hypers stack — the growth one. In the hands-on exercise, I designed the B2B acquisition strategy for GymPass Corporate: personas, journey, funnel projection and content calendar.
In the final project, I was the growth hacker of the squad “Hustler’s League”, which created HR Tech Solutions, a sales-skills testing platform. I set up thank-you pages and conversion goals, ran media tests on Facebook, AdWords and LinkedIn, and closed two distribution partnerships. Result: 121 leads from forms and 39 tests taken.
#50HYPERS toFollow
Three years after the program, Gama Academy put me on its #50HYPERS toFollow list: the digital marketing alumni it recommended following.
:hiperstream
Growth Hacker & Marketing
Enterprise customer communications software from Grupo Suzano — now Fast Movn.
- 5 enterprise accountswon with support from ABM and inbound, average ticket of R$ 250 thousand
- 4× pipelinein sales, with outbound, inbound and ABM
- +120% reachfor the brand in 1 year, with a new positioning and new website
- 1st event and 1st webinarin the company's history, organized from scratch — alongside double-digit revenue growth, side by side with sales
What I did
My first startup role, after ten years at large companies. Inbound, ABM, content, CRM and automation — with LGPD and GDPR compliance.
Featured projects
Human-tech to connect
The new :hiperstream positioning, which I led with Lanatta Design (identity) and Sincera Branding (strategy): customer communications technology told through people. The colon in the logo became a language — :hi, :life, question:answer.
Full case at Lanatta ↗
Conductor, now Dock
- 28accounts identified and qualifiedoutbound, inbound and ABM
- 20became business opportunities72% conversion
- Rollout of the new branding and culture code
- New website
- Personas
- Marketing automation
- Data tracking
- LGPD compliance
- 1st in-person and 1st online event
Press & posts
Videos
After: :hiperstream was acquired by Fast Movn, a billing SaaS, in a deal that provided an exit for the Feffer family (Suzano Group). Today the brand lives on as hiperstream by Fast Movn.
Pipeline Valor ↗
Digital Marketing & Growth
Tera · bootcamp, cohort MKTBC.5
A digital marketing and growth bootcamp, taken the year I joined :hiperstream to run inbound, ABM, and automation.
Business models, growth frameworks, and agile methods
Behavioral research, personas, JTBD, and customer development
SEO, SEM, programmatic media, branding, and storytelling
Metrics, product tagging, SQL, and data culture
Prioritization, experiment design, automation, and rapid testing
In the final project, working in a pair, I applied the method to Go Ong, a marketplace connecting people and companies with NGOs, with a real partner NGO, Associação Fala Mulher.
Tera invited me back as an expert and mentor in Digital Marketing & Growth, still in 2019.
InfoPrice
Growth Marketing Coordinator
Pricing intelligence for retail: SmartPrice captures the price on the shelf, and InfoPanel shows what competitors charge. I built the Growth area from scratch, reporting to the CEO.
- R$ 533 thousandin new monthly recurring revenue (nMRR) over 12 months
- 48%MQL-to-SAL conversion
- ROAS ~16:1against a 5:1 target
- +70% reachwith the rebranding of the company and its product portfolio
What I did
Brand, demand generation, and product marketing in an area that didn't exist before. I led the go-to-market strategy and the 2022 market plan, with formal SLAs between marketing and sales.
- When I left, I promoted a specialist on the team to coordinator. Top 400 Best Leaders, Pulse Awards 2021 (Gupy).
- Growth Marketing Analystinbound
- Brand Designerbrand and design
- Community Managercommunity
- Senior Performance Marketing Analystpaid media
I built the company's first marketing team, reporting to the CEO. When I left, I promoted a specialist on the team to coordinator to succeed me.
Featured projects
Brand and portfolio sharing the same DNA
“If your prices are in the red, come to the blue.”
Red is the loss suffered by those who price in the dark; blue is the brand's new color, and the software's promise. The line became the common thread of the rebranding.
The brand. Evolution, not disruption: the barcode symbol stayed; the typography (Raleway), palette, and tone of voice changed, to become the national reference in retail pricing.
- New blues #093659 and #CCE9FA, further from competitors
- Persona and tone of voice — “João, 31,” pricing manager
- Brand manual, templates, social media, and website updated in waves
The portfolio. A monolithic architecture: every product now reinforced the parent brand.
- ISA — POS Monitoring and InfoPanel, in corporate blue, as the entry point
- IPA — pricing, in purple
- Family name in English, logo by acronym, and description in Portuguese
- POS Monitoring
- InfoPanel
- Pricing
Each product with the right growth engine
InfoPrice had three product families and wanted to sell them all the same way. I led GTM Fit, bringing marketing, sales, CS, product, and finance to the same table to decide how each one goes to market, knowing we couldn't do everything at once. The method was based on Winning by Design and covered nine fronts:
- 1ICP
- 2Offer and value proposition
- 3Brand and personality
- 4Channels
- 5Price
- 6Sales and distribution
- 7Support and retention
- 8Product
- 9Metrics
Each product family got its own route to market, with ICP, channels and the roles of marketing, sales and product defined. The visible part of it was ISA InfoPanel Free: the free version of the dashboard, with more than 300 million brick-and-mortar retail prices, used as engineering as marketing to widen the top of the funnel.
InfoPanel Free launch post ↗Recognition
Press & posts
Course · 2021–22 · 30 hProduct Growth
I completed the course end to end — 100% of the track — while building the Growth area at InfoPrice. The cases studied (RD Station, Airbnb, GetNinjas, and Nubank) became a direct reference for InfoPrice's funnel: InfoPanel's freemium, SLAs between marketing and sales, and the activation and retention work.
- Acquisitiongrowth loops, SEO, virality
- Activationonboarding and habit
- Retentionchurn and Customer Success
- Revenuepricing, upsell, and cross-sell
- ReferralNPS and member-get-member
Locaweb
Corporate Marketing Coordinator (MarCom)
Hosting and SaaS for small and midsize businesses, in a B3-listed group with 19 businesses. I led corporate marketing after the IPO, with a team of five.
- +40% MQLsvia inbound, after redesigning the funnel and content
- +85% organic trafficand 4× more blog posts: from ~3 to ~12 per month
- +45% share of voicemeasured on Stilingue, with social media brought in-house: content, design, video, and social customer care
- 3× more videoson YouTube: 151 in 18 months, versus 47 in the previous 18 months
The company
From the IPO to LWSA
Feb 2020IPO on B3Locaweb goes public under the ticker LWSA3 and starts a wave of acquisitions.
Mar 2022Locaweb CompanyA new corporate brand, built with Interbrand, for a group of 19 businesses: hosting, payments, e-commerce, and marketing.
source ↗- 2022–23My tenure
I joined after the IPO to lead Locaweb's corporate marketing: content, blog, YouTube, magazine, and events. Along the way, I led the rebranding rollout across the group: evolving the brand, supporting the group's in-house brands, and aligning communication with the other companies.
Nov 2023LWSAThe group takes on the name of its ticker, a thesis I championed internally, implemented after I left.
source ↗
What I did
Brand, advertising, social media, inbound, content, and community. I restructured the team with new hires and an internal promotion, and brought social media in-house.
- Communication for the Locaweb Digital Conference, RubyConf Brasil, and PHP Community events.
- Senior Marketing Analystinbound and Revista Locaweb
- Mid-level Marketing Analystsocial and community
- Junior Marketing Analystalways-on and social
- Junior Designerdesign
- Junior Analystadministrative
I restructured the team with new hires, promoted a specialist to coordinator, and brought creative and social media in-house, which had previously been handled by an agency.
Featured projects
Revista Locaweb
The magazine was under my area, from editorial planning to editing. In issue no. 133, a special on GA4, I wrote “Marketing Ops: o cérebro por trás do marketing” (Marketing Ops: the brain behind marketing).
read the article ↗Blog
Editorial planning, production, and review, with Käfer, NZN, and the agency Tiki on SEO.
locaweb.com.br/blog ↗YouTube
A revitalized channel, with at least one video a week: events, launches, and content.
@locaweb channel ↗Four times more posts and +85% organic traffic. Starting in late 2022, ChatGPT became part of the editorial planning and production process.
The videos from my tenure now total 5.3 million views; those from the previous 18 months, live for longer, total 45 thousand. Shorts since 2023 and +50 thousand subscribers: from ~200 thousand to ~250 thousand.
Press & posts
Videos
HP Brasil
Business Personal Systems Marketing Lead
PC division in Brazil, focused on B2B and channel, reporting to the Head of Marketing for South America.
Proprietary events
in LinkedIn- +1.6 p.p.B2B PC market share (Oct '23–Aug '24)
- 63% · 33%penetration and engagement across 1,500 ABM target accounts
- 40%brand lift with the IT audience on LinkedIn
- NPS 95+average at proprietary events: Microsoft Experience Day, Workstations Z by HP, Factory Visit, and HP Futuro Inteligente
What I did
Marketing strategy for the business PC division, from enterprise accounts to small and midsize businesses, including resellers, distributors, and the component manufacturers that co-invest in the brand.
Always-on and video campaigns for the IT audience, with a B2B focus.
ABM
1,500 target accounts worked together with sales and channel.
Proprietary events
Microsoft Experience Day, Workstations Z by HP, Factory Visit, and HP Futuro Inteligente.
Sponsorships
IT Forum 2024 and the regionalization of the global partnerships with Scuderia Ferrari and Real Madrid.
Co-marketing programs, budgets and funds
Negotiating and executing joint programs with HP's technology partners — behind-the-scenes work, contract by contract, that turns into campaigns, events and budget.
- Revendascampaigns and materials for those who sell HP to end customers
- Distribuidoresjoint actions to bring the B2B line to the channel
- HP Business Cluboptimization of the SMB loyalty program
- Events & PR Specialistin-person and virtual events, press and influencers
- Communications & Campaigns Specialistcampaigns, content and multichannel branding
- Agencies and partnersmedia, events and co-marketing with Intel, Microsoft, AMD and NVIDIA
Technical leadership and mentoring of two specialists, with roles defined in the OGSM I built for the department; I owned ABM, demand generation, Social Selling, LinkedIn and Marketing Ops. I also coordinated agencies and partners without formal authority, in a matrix structure with the Latin American and global teams.
Featured projects
- 01Understanding the Brazilian entrepreneur
- 02From strategy to execution
- 03Marketing that moves business
- 04Turning employees into digital ambassadors
Understanding the Brazilian entrepreneur
The research and the plan to bring HP's B2B line to small and medium-sized businesses.
A plan tailored to SMBs
I built the entry of HP's B2B line into small and medium businesses: market insights, ideal customer profiles, reasons to believe and a six-box positioning, following eatbigfish's challenger brand model ↗. Every insight is grounded in research: I curated a large set of market studies on Brazilian SMBs — some dug up on search engines, some found with the help of AI — and used ChatGPT as an analysis partner, back when the company didn't even have Copilot yet.
In Brazil, starting a business is a dream for many people — and half of small businesses close within three years.
Running a company here is like playing a match where the goal keeps changing position. And the owner is coach, striker and goalkeeper all at once.
HP was born in a garage, with the same dream as these entrepreneurs. That's why it's more than hardware: it's a long-term partner.
Hardware, software, security and support in a reliable, scalable ecosystem — to thrive, not just survive.
From retail to consulting: those who aim higher and understand the value of investing in lasting solutions.
Innovation with an eye on sustainable growth — for the business, the people and the planet.
From strategy to execution
The Personal Systems marketing OGSM for Brazil, from objective to measures.
I built the Personal Systems marketing OGSM for Brazil: a single page linking the business objective to the goals, the marketing strategies and the measures for each one. It's what turns strategy into an execution plan.
- OObjective
Where the PC division wanted to get to in Brazil, translated into marketing.
- GGoals
What needed to happen to get there. The numbers are confidential and are left out here.
- SStrategies
The marketing choices: B2B and channel, ABM, proprietary events, LinkedIn and co-marketing with manufacturers.
- MMeasures
The KPIs that tracked each strategy throughout the year.
Marketing that moves business
ABM, regionalized global partnerships and proprietary events, close to the buyer.
Three fronts to get close to the buyer: ABM with sales and channel on target accounts, HP's global partnerships regionalized in Brazil, and proprietary events — with the LinkedIn campaign speaking to the IT audience.
Scuderia Ferrari HP
The biggest partnership in HP's history, with regionalized activations in Brazil for customers and channel.
Real Madrid × HP
HP as the club's technology sponsor — and the first brand on the jersey sleeve. Regionalized activations in Brazil.
HP Futuro Inteligente
HP's event with AMD on AI PCs, at Palácio Tangará in São Paulo, with Gustavo Borges and Ricardo Wagner from Microsoft.
The future of work
HP's film series on hybrid work — collaboration and device security — that we brought to the IT audience on LinkedIn.
Turning employees into digital ambassadors
Social Selling on LinkedIn: training, content prompts and AI so the team could create their own content.
I built the Social Selling program: I ran the training sessions, created content prompts and brought in AI to help each team member write their own LinkedIn posts, in their own voice.
- Training
The team learned to use LinkedIn as a customer relationship channel.
- Content prompts
Ready-made topics so each person always had something to talk about with their network.
- AI as support
AI helped the team turn their own experience into content — the byline was always the person's.
Press & posts
Courses and certifications
- Corporate Venturing
- Innovation Academy
- Retail Experience
- New Ventures (ACE Cortex)
- Account-Based Marketing
- Marketing Strategy
- LinkedIn Advertising
- Product Marketing for Technology Companies
- Product-Led SaaS Growth
- User-Centric Marketing
- LGPD + GDPR
Other courses and certifications
- Global Branding and Cross-Cultural Management — McGill, Montreal (through ESPM)
- Chora PPT — Perestroika/Sputnik (through Mary Kay)
- Empathy — The School of Life (through Mary Kay)
- Crisis Management — Aberje (through Mary Kay)
- Leadership Development Program — Ynner Treinamentos (through Mary Kay)
- Google Analytics: measuring success — Alura
- Growth Hacking in Practice — Udemy
- Digital Marketing: paid channels — Alura
- SEO I: rank well on Google — Alura
- Account-Based Marketing — CXL
- Growth Hacking: grow fast or sink — Startup Grind
- LGPD + GDPR — Opice Blum Academy
- Corporate Venturing #01 — ACE
- Customer Lifecycle Metrics & Strategy — Journey
- Email Marketing — CXL
- Innovation Academy #01 — ACE
- LinkedIn Advertising — CXL
- Marketing Strategy — CXL
- Product Marketing for Technology Companies — CXL
- Product Masterclass — BossaBox
- Product-Led SaaS Growth — CXL
- User-Centric Marketing — CXL
- Agile Expert (bootcamp, 148 h) — IGTI
- Public Speaking — Escola Conquer
- Retail Experience — ACE
- New Ventures — ACE Cortex
- AI VideoLab (AI filmmaking, from script to edit) — Human Academy
The journey continues at Mind & Biz.
Today I bring these 17 years to companies that need marketing with a business mindset. The consultancy has its own website.