Domenica Zazzali

I'm responsible for revenue growth, new patients acquisition, brand awareness and effectiveness metrics for two family-owned dental practices, trough:

• Online advertising plan and budget handling
• Brand assets design and positioning (online and offline)
• Software adoption to measure, automate and manage repetitive processes

+100% revenue growth in Year 1, +47% in Year 2, and +15% up to date.

+1000 new patients through a process and investment designed to generate a constant and predictable flow of new patients.

Average attendance rate of 98.66% as a result of agenda automation.

I launched this e-commerce company focused on identifying market opportunities for developing, importing, and selling niche

products to digital consumers in the U.S., via the most significant marketplace (Amazon).

• +2000 units sold, with +99% logistics and customer satisfaction rates.
• 4.8 stars customer rated product listing
• Intense knowledge acquired in all areas of an e-commerce business: finance, logistics (international export and import processes on the China-USA axis), supply chain, marketing, and advertising on digital platforms, among others.

I was in charge of delivering annual growth targets for Oral Care, O.T.C., and Skin Care categories (a total of seven major brands) nationwide in pharmacy and grocery channels (Direct and Indirect) by:

• Customized commercial strategies for each sub-channel
• Build from scratch the distributor's network for the grocery channel
• Deliver the launch pipeline for each brand

Oral Care category reached new market share and sales volume records across channels.

Sensodyne brand delivered the most significant launch pipeline above the target plan (True White)

I led P&G's results in the indirect channel within Paraná state, by managing a customer portfolio of one distributor and eight wholesalers (Grocery and Pharmacy channels):

I handled the sales (sell-in/sell-out quotas), plans (sales, marketing, and corporate), tools (retail/brand budgets), and the company's initiatives/launch pipeline.

I led and trained a team of direct (3) and indirect members (+80).

My region sales grew +6% in volume, and +26% in value, while my customers sales grew +50% (May'14-Fev'15 vs sppy).

I was responsible for the indirect channel's numerical and weighted distribution results within four central states (PR, SC, RS, and MG). I got the distributors to embrace the company's global distribution model.

I also managed a monthly performance evaluation and follow-up, suggesting specific plans for each distributor and issuing recommendations to the company for sales area adjustments

(reduction/expansion) and new partners' admission.

• South region grew by +2.7pp in numerical distribution and +9.2pp in weighted distribution.
• Minas Gerais state gained +3.8pp in numerical distribution and +5.7pp in weighted distribution (2nd most significant growth in the country).

I was in charge of P&G's portfolio growth within the Indirect grocery channel nationwide, by:

• Designing, managing and communicating the tools and commercial plans for each quarter.
• Launching and delivering the initiative pipeline through distributors and wholesalers (including 2nd sales force incentive platforms and multi-brand campaign executions)

During this period, the indirect channel sales grew 18% in volume and 25% in value vs. the previous year.

I was responsible for designing and executing commercial strategies and plans for Hair Color and Skin Care categories (4 Brands: Koleston, Soft Color, Wellaton, and Olay) across all distribution channels nationwide.

• I executed a "Go-to-market reinvention" for Hair Color brands
• I delivered the sales volume pipeline and in-store plans for the Olay launch.
• I executed in-store activities for brand visibility in both categories.

The Hair Color category ended the fiscal year with the best sales volume

result since brand acquisition by P&G: 109 index.

I was accountable for P&G's growth in Sao Paulo indirect channel via its distributor through:

• Sales quota and budget management
• Commercial plans, launches, and tactics design and execution
• Perfumeries Project leadership (strategies for beauty brands)
• In-store visibility platform execution
• 2nd sales force incentive campaigns and training

São Paulo distributor reached its activation record: 11'000 points of sales quarterly (83% growth vs. base).

P&G's volume grew 74% vs. the previous year.
Perfumeries grew by 28% in volume and 39% in value vs. the prior year.

I led the P&G growth within four major wholesalers in São Paulo city through:

• Sales quota and budget management
• Promotions and launches execution
• Customized commercial plans development
• Design and implementation of 2nd sales force incentive campaigns and training.

P&G grew 40% vs. the past period in the primary customer

I was responsible for delivering P&G's in-store fundamentals targets and initiative execution for grocery and pharmacy chains across the country by:

• Leading and training the promoter's team (approximately 70 pax).
• Negotiating in-store promotions
• Supervising store visits
• Reduce in-store out-of-stock index and conquer additional retail spaces.

Award recognition for achieving the lowest in-store out-of-stock rate in Latin America (audited by an independent research institute).

I contributed to delivering brand distribution and sales volume targets by:

• Sales promoters team (6) leadership
• Plan and execute on-field training programs and other end-user-targeted events.
• Management of sales campaigns for distributors, wholesalers, and retailers
• Image and brand positioning improvement through advertising pieces development on behalf of 3rd party agencies

My team became to be known for its over-delivering constancy within the company.