Geder Denofrio

Experience

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  FEI - Faculdade de Engenharia Industrial

  Jan 1988 - Jun 1988

  Engineering Intern

  , Report to the Coordinator of the Facilities and Technical Assistance - Electrical Research Center.. Responsible for the area inventory controlling of parts and equipment.. Responsible for the maintenance of sports visual communication systems - electronic scoreboards - for sports stadiums and gimnasiums.

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  Philips Lighting

  Aug 1988 - Mar 1990

  Experimental Engineering Intern

  . Reporting to Experimental Engineering Manager.. Responsible for the electronic steam temperature control project. . Responsible for the calibration and control of all engineering equipment and instruments.

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  Combustol-Metalpó

  Nov 1990 - Aug 1994

  Reporting to Sales and Marketing Manager - Furnace Division.. Coordination of sales, manufacturing, refurbishment and delivery of equipment, spare parts and components of induction furnaces. . Participation in the coordination of CSN’s (Companhia Siderúrgica Nacional) implementation of the Optimization System, saving 30% fuel consumption. Reporting to Sales and Marketing Manager - Furnace Division.. Preventive and corrective service engineer, working in electronics, high voltage electricity systems, hydraulic and mechanical equipments.

  • Contracts / Projects Coordinator

    Jun 1991 - Aug 1994

  • Service Engineer

    Nov 1990 - May 1991
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  ZF Group

  Aug 1994 - Aug 1996

  Senior Product Analyst to Latin America

  Reporting to the Commercial Manager for Latin America (located at ZF Germany).. Promotional campaigns, application engineering, sales, after-sales, training, and spare parts for ZF Ecomat automatic transmission. . Strategic definition of the customer fir installation and supervision of the prototypes installed in demonstration vehicles of manufacturers and main customers in Brazil, Uruguay, Chile, Peru, and Colombia.. International and domestic promotional campaigns, product launch and after-sales policy implementation, with the result of service time from 5 days to 1 day.. Coordination of the construction and installation of specialized repair shop for full repairing and testing of automatic transmissions, equipped with testing workbench. Show less

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  Honda Automoveis do Brasil Ltda

  Aug 1996 - Mar 2012

  Reported to the VP and to Commercial Director, leading a team with 14 direct employees.• Strategic planning and deployment of the distributer network in Brazil, since the start of the plant’s construction from 1996 to 2012, in a sustainable way.Main Results:• Market Intelligence: creation of the method of studying market potential in the regions of the country, evaluating the economic and sales potential, strategic location, culture and growth trends of the region – expansion.• New visual identity project of Honda Brand in the US, implemented in Latin America and the Caribbean, using materials with great durability for generating savings and low cost. • Driven the expansion of the Honda retailer network across Brazil, by supporting sales activities in the territory, developing new business partners, building strong partnership with the dealers. • Provided guidance and integration of new investors nominate to the company’s standards and procedures, transmitting the philosophy of work, products, and the particularities of the car market.• Creation of the Monthly Report, analyzing the main KPIs, monitoring the BEP – Break-Even Point.• Responsible for 15% of annual production in Direct Sales / B2B and with a record monthly sales volume of 21%.• Green Dealer Program: Ecological Dealer implementation. Show less Reported to the Sales Vice-president and Sales Manager, leading a team with 14 direct employees.• Reformulation of the Minimum Standard Installation of Sales Point, focusing on structures leaner, compact, agile and mainly more profitable by defining new Guides for Dealers, Branches and Show Room. • Coordination of the country regions market potential study, evaluating sales potential, economic potential, strategic location, land topography, region's culture and growth trend.• Monitoring of the schedule of new dealerships construction, synchronizing the beginning of activities to increase in production, setting the initial quota and planning the opening marketing campaign.• Development and implementation of Honda Automóveis’ new sales channels for disabled citizens, diplomats, companies’ fleet, and car rental companies.• Special Sales training implementation for the dealerships sales team.• Special Sales Manual creation, specific for orienting dealers and consumers.• Participation in international and domestic events and exhibits, related to the Special Sales segment, in order to implement sales, strengthen Honda brand, and orientate potential customers. Show less

  • New Business / Dealer Development and Business Administration Manager

    Jun 2006 - Mar 2012

  • New Business Development, Business Administration and Direct Sales Supervisor

    Aug 1996 - May 2006
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  Groupe PSA

  Apr 2012 - Nov 2017

  Multinational Matrix organization manufacturing automobiles, motorcycles, and bicycles.Reported to the CEO leading a team with 23 direct employees. • Exceeding sales pipeline through restructuring the dealer networks, to reestablish the sales performance and profitability, based on CRM data, building and maintaining external relationships through the prospecting of new partners to achieve the best market approach.• Remodeling the Business Management area: more active, more participatory and much closer to the retailer and to the daily problems, pursuing predictability and profitability. • Managed the technical and commercial Training Area for the employees of the retailer networks. • Develop the team acting as a mentor, visit dealerships and take advantage of this moment to teach the team the specific strategies.Main Results:• Drove the sales and business forward with the Project ‘Peugeot em Frente’: building a new dealer network Brand image, nationalizing the project of internal and external visual identity on the dealership.• Strong results building and developing high performance teams, covering the entire journey: attract, hire, develop, engage and retain talents to lead, manage and motivate the whole team, making them accountable.• Increase the marketing penetration through restructuring the distributor network: closing complex contractual agreements with distributors to opening, closing and relocating the stores, seeking the profitability and revenue.• Business Management: provide consulting services for the underperforming dealers• Remodeling the Training area, resulting in a more capable, faster, better trained and more motivated team.• Total restructuring of the Quality Customer Service area, increasing the customer satisfaction by 11 pp in 1 year of operation.• Strong and effective team management: acting as a mentor, staying close to the team, visiting customers, following the action plan and checking the results. Show less Multinational Group manufacturing automobiles, motorcycles, and bicycles.Reported to the CEOs of Peugeot and Citroën leading a team with 14 direct employees. • Restructured the dealer networks of Peugeot and Citroën to reestablish the performance and profitability of the dealers and brands.• Project ‘Peugeot em Frente’: built a new brand image on the dealer network and nationalized the project of internal and external visual or the dealership identity.• Restructured the Business Management area: more active, more participatory, and much closer to the dealer and to the problems that are faced on a daily basis. Main Results:• Restructured the Peugeot and Citroën dealership networks with profitability, keeping the dealer’s structures up-to-date and the owners motivated.• Business Management: provided consulting services for the low performance dealers for building a business plan and evaluating alternatives, including return on investments, mergers, spin-offs, acquisitions of companies or selling the dealer.• Improved the network’s Operating Profit in 2016: Peugeot from 0.2% to 3.0% and Citroën from -3.1% to 0.1%.• Restructured the training area of the PSA Group, reducing training time by 38% and the cost by 42%/year of training for the dealership and the brands.• Strategic Plan to restructure the Peugeot’s Dealers Network: 60 actions with openings, terminations, site adjustments, relocations and turn-over.• Premium site: to expose the Brand in specific points of sales for classes AA / A.• Dealer Six Cubed (6³): a low cost structure dealer model (600 m²), resulting in high profitability and better dealer localization.• Higher profitability of the dealers’ network project: creation of an internal consultancy // advisory structure for sales, after-sales and business management.• Scoring and Performance Project: a 360° evaluation program to identify the low performance list, defining the underperforming dealers and the replacement list (black list). Show less Reported to the New Business Development Director for Latin America, with a cross-leadership of the New Business Development teams of the Peugeot and Citroën subsidiaries in Brazil, Argentina, Chile, and Mexico.• Was the main contact among France and 6 branches in Latam, providing mentorship, prioritizing efforts and holding the team accountable for building the pipeline and executing each phase of the expansion plan cycle. • Strong planning and organizational skills to successfully manage in creating several process such as: Monthly Meeting, with the CEOs and their teams: main KPIs and action plans, monitoring the targets, having decision-making to reach the targets and exchanging experiences among teams, supporting the sales area.• Ability to think creatively and analytically by reshaping the Minimum Guide of the Sales Point, with compact store structures, lean, agile, with a focus on reducing investments and especially, more profitable. Show less

  • New Business / Dealer Development & Customer Service and Training Director

    Apr 2016 - Nov 2017

  • New Business / Dealer Development Director

    Apr 2013 - Mar 2016

  • New Business / Dealer Development General Manager for Latin America

    Apr 2012 - Mar 2013
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  Unique Consulting

  Jan 2018 - now

  Executive Director - CEO

  National Startup specialized in providing training, workshops, and consulting services in business management. • Development of immersive methodologies for providing training and lectures, transforming the behavior of the participants, with a focus on executives and entrepreneurs.• Creation of solutions for monitoring customer business operations: reports with the main KPIs, assisting in leading the business to plan the future with the best strateg• Develop new customers, bringing results by closing agreements with companies such as Triumph, Moto Honda, Yamaha Motos, Assohonda, and Jaguar Land Rover.• Estabillish an innovative system of integration between suppliers and distributors, whose focus was to automate the receipt and analysis of operational and financial information sent by the dealers network and deliver a report (one-page report) to the supplier with a detailed view of the situation of the economic and financial performance of the dealer network or an specific operator. Show less

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  Kia Motors do Brasil

  Aug 2019 - Mar 2020

  Head of New Business / Dealer Development and Training

  National Group representing Kia Motors in Brazil.Reported to the CEO and Commercial VP, leading a team with 5 direct employees. • Restructuring of the reseller network, restoring the motivation and the sales figures, restabilising relationships.• Establishment of the Underperforming Project, seeking to increase the overall performance of the distributors.• Remodelling of the Training area, implementing more modern and updated actions, resulting in a better trained team, increasing the sales retention index, working with the Kia CRM tool. Show less

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  ABRAV - Brazilian Association of Volvo Car Dealers

  Feb 2021 - now

  Executive

  • Remodelar, organizar e estruturar o business sob a ótica da rede de distribuidores.• Gestão dos projetos desenvolvidos entre os distribuidores e a marca Volvo: política comercial de vendas e pós-vendas, campanhas promocionais, novas tendências do mercado, análise de resultados e a busca da lucratividade, negociações de contratos e convenções, acompanhamento de mercado e concorrentes.