Luciana Fontes

Responsible for create and execute GTM strategy for add-on services Go To Market Strategy and Action Plans for add-on services, including Health, Lifestyle, Home Connected/Secure, and Solar Energy, focusing on support all Business Units on their targets.

Key Responsibilities:

• Consumer Insights: Understand local consumer insights, including marketing preferences, product usage, cultural nuances, and user behavior, and incorporate these insights into strategies.
• Collected and analyzed data on customer demographics, preferences, needs and buying habits to identify potential markets and factors affecting product demand.
• New Revenues Lab: In charge of establishing and managing a New Revenues Lab focused on exploring and testing new add-on services. This includes using multiple channels (push and pull, human and digital) and A/B testing to identify potential Minimum Viable Products (MVPs) and working on positioning, product development, pricing, and customer experience (CX).

• Advertising and PR: Brief and approve advertising campaigns, media strategies (ATL, BTL, digital), customer experience in physical stores and digital platforms, and merchandising. Collaborate with the Communications team to develop proactive PR strategies. Created customized marketing materials to increase product awareness
• CRM and Sales: Develop and implement a marketing strategy targeting approximately 4 million households and 15,000 sellers and customer service attendees.
• Product Collaboration: Collaborate with the Product team to identify opportunities for better product-market fit, feature sets, pricing strategies, and localization.
• Cross-Functional Team Leadership: Lead XFN teams within the organization, including Business Units, Product Design, CX, Advertising, PR, Product/Engineering, Network, etc., to develop and execute the marketing strategy.

Mission:

Achieve a significant revenue increase of over 170% within three years.

Team Size:

Responsible for leading a team of 16 employees (HC's).

Achievements:

• FTTR Launch: Successfully launched Fiber to the Room (FTTR) service, making Oi the first in Latin America to provide this service. FTTR is targeted at the high-end segment and offers an exceptional Wi-Fi experience, especially for users with high data demands such as Creators, Gamers, YouTubers, and large families.
• New Revenue Lab: Established an exclusive New Revenues Lab to experiment with and learn from new hypotheses. Implemented an agile work method to launch Minimum Viable Products (MVPs) within the company.
• Virtual Health Care MVP (Oi Saude): Pre-launched the first Virtual Health Care MVP (Oi Saude) with over 4,000 physicians, more than 25 specialties, unlimited scheduled appointments per month, and 24/7 access to healthcare services

Oi was a ~U$3,5 Bi/year company (ref.2019).

The company was in Chapter 11 since 2016 and therefore, in 2020, we built an specific team focused in managing a complex and high-stakes process of setup and evaluate the business models, define the strategy to split and sell assets and restructuring the company.

In this scenario, considering the FTTH Business (core business):

Key Responsibilities:

• Establishing a Multifunctional Team: Responsible to create and lead a new multifunctional team with a focus on developing agreements related to the asset sale.
• Negotiating Business Models: negotiating the business models associated with the main operating contracts and operations. This likely involved complex negotiations with temporary and definitive investors.
• Leading XFN Teams: leading XFN teams within Oi, including Business Units, Product/Engineering, HR, Facilities, and others. The goal was to ensure favorable conditions in the negotiation of the main operating contracts with investors.
• Coordinated team schedules to keep shifts properly staffed during busy periods
• Oversaw and improved deliveries through proactive coordination of daily operations

Team Size:

Directly managed a team of four individuals and had approximately 20 individuals reporting to you across various XFN teams.

Achievements:

• Successful Sale to BTG Pactual: the most significant achievements was signing and closing the deal, resulting in the sale of 57.9% of the company's economic capital to BTG Pactual. This deal amounted to approximately $2.5 billion, making it the largest deal in Latin America. It was possible thought the sale of the Fiber to the Home (FTTH) infrastructure to BTG Pactual's subsidiary company, V.Tal. This included the network and related assets associated with connecting more than 4 million households and corporate custumers.
• HR Efficiency and Restructure: In addition to the asset sale, HR initiatives to enhance efficiency and restructure the organization. This was crucial during a Chapter 11 scenario to optimize the company's operations.

End-to-End responsibility in building, developing, and implementing innovative Go-To-Market (GTM) strategy with a substantial customer base.

Key Responsibilities:

• Go-To-Market Strategy: Responsible for end-to-end development and implementation of the GTM strategy and action plans for a customer base of approximately 60 million users, focusing on support all Business Units in their new ads, ad campaigns, launches, performance targets, and CRM efforts.
• Advertising: Briefing and approving ad campaigns, approving the media strategy (covering ATL, BTL, and digital channels), and managing the customer experience and media in physical stores' merchandising. Collaborated with advertising group to create uniformity between advertising messages and retail incentives.
• CRM and Sales: Development and implementation of the marketing strategy aimed at the customer base, prospects, and employees (sellers and customer service representatives). Likely included customer relationship management, sales strategies, and engagement tactics.
• PR Planning: Responsible for briefing and approving PR plans, focusing on delivering proactive PR strategies.
• Marketing Research and Diagnostics: Briefing and management of all marketing research needs and diagnostics, including ongoing monitoring of competitive landscapes and insights.
• Digital Strategy: Briefing, Approval and implementation of the digital strategy.
• Product Collaboration: Collaboration with the product team to identify opportunities for better product-market fit as it relates to feature sets, pricing strategies and localization.
• Across the country: Collaborated cross-functionally regional and other teams nationally to maintain consistent message and experience.
• Workplace Actions: Briefing and approval of workplace action plans related to each launch or action plan. This include internal initiatives to support external campaigns.

Team Size:

Managed a team of 12 individuals.

Achievements:

• Turnaround of Mass Market Segment: Successfully executed a turnaround strategy for the Mass Market Segment, which constituted approximately 60% of the customer base. This involved introducing a new whole portfolio of offers, resulting in a substantial increase of over 25% in recharges revenue.
• Netflix Embedded Mobile Plan: Launched the first post-paid mobile plan in Brazil that included Netflix as part of the offering, catering to growing demand for bundled services.
• Partnership with C6 Bank: Established a partnership between TIM and C6 Bank, offering a mobile plan with exclusive telco and banking benefits.

Key Responsibilities:

• VAS Portfolio P&L Management: Responsible for the entire P&L for the VAS portfolio. This involved managing revenues, costs, and profitability while ensuring the portfolio met its financial targets.
• Forecasting and Budgeting: Forecasting revenue and expenses for the VAS portfolio and creating budgets to guide financial planning and resource allocation.
• End-to-End Go-to-Market (GTM) Strategy: Developing, implementing, and managing the end-to-end GTM strategy for the VAS portfolio. This strategy involved product pricing, promotion, focused in maximize monetization from the mobile customer base.
• Performance Monitoring: Continuously monitoring the performance of VAS products and services to ensure they meet or exceed established performance targets and making adjustments as needed.
• Digital Channels Optimization: Developing and optimizing both physical and digital channels for delivering VAS offers. This would involve maximizing the efficiency and effectiveness of distribution channels.
• Digital Strategy: Briefing, development and implementation of digital Strategy (Customer Experience & Media)

Team Size:

Managed a team of 8 individuals.

Key Responsibilities:

• Marketing Strategy Development: Responsible for the development and implementation of the High-End Segment marketing strategy. The strategy covered all aspects of the customer lifecycle, including acquisition, loyalty, monetization, and retention.
• Value Proposition, Pricing, and Offers: Defining the value proposition, pricing strategies and creating offers to maximize revenues.
• Positioning and Campaign Approval: Responsible for building the positioning, including approval of creative assets and media plans for campaigns.
• Consumer Insights: Clear understanding of local consumer insights and usage profiles.
• Leadership of Marketing Programs: Leadership for marketing programs, such as acquisition campaigns, base shielding strategies, coordinated guerrilla marketing efforts, retention programs, and communication campaigns

Team Size:

Managed a team of 3.

• Development and implementation of acquisition and CRM Marketing Strategy.
• Development and implementation of Go To Marketing strategy
• Portfolio restructuring, innovation, offer development, and management of products and services.
• Helped to plan, coordinate and oversee projects.

• Developed tools and processes to help improve operational efficiency and enhance sales team productivity
• Reviewed contracts for accuracy and validity of cost and quote information, contacting customers directly to resolve issues when appropriate
• Developed and maintained strong working relationships with professionals within assigned territory

• Development and implementation of acquisition and CRM Marketing Strategy of Long Distance call offers.
• Development and implementation of Go To Marketing strategy
• Helped to plan, coordinate and oversee projects.
• Control of pricing offers.