ELISABETE BENATO GONDIM

• Messer is a leading provider of industrial and medical gases for is part of one of the world’s largest global and privately-held industrial gases company, with unrivaled technical development capabilities and agility
• Defined strategy, directed design and execution of business transformation and digitalization initiatives to drive performance, profit optimization and growth opportunities.
• Direct leadership of 5 Managers for Customer Service/ Lead to Cash Digitalization and Master Data Governance teams.
• Led projects to boost sales productivity using Six Sigma and Digitalization methodologies to decrease costs. 30% of reduction is labor and other associated costs and increase sales revenue by 38% after implementing improved agreement language and Contract Life Cycle management. Sales team productivity increased by 40%.
• Revamped operational plans to refocus staff and align processes with business objectives. Developed Customer Service activities transforming general commercial services to specialized and proper staffed teams using technology and tools to manage cases. Improved the productivity in 50% and added new roles and responsibility with the same number of FTE and with reduced costs and improved efficiency. The same team operates today delivering 20% more in sales with the same staff.
• Developed a complete Lead to Cash Digitalization Roadmap. Lead and support implemented of Digital Deliver Operations (Paper less), Digital Customer Welcome Kit, Implementation of new eCommerce- Webshop system for online services, Implementation of CLM – Contract Life cycle management process and system automation, reducing systems to keep the contracts management only in Salesforce. Implementation of Electronic document signature (Docusign)
• Instituted formal operating procedures and enforced adherence to policies and regulations that impacted bottom-line. Developed Order to Cash KPI's, End to End process documentation.
• Executed business plans and developed Salesforce, SAP tools to facilitate project initiatives, trainings and administrative activities.
• Improved customer experiences to reduce churn and enhance support services. Developed a complete CX program for Region Americas and partnered with financial and customer operations teams to drive business transactions using customer data and Lean concepts and end to end KPI's. Managed strategic business planning and implementation of online services by reducing customer support calls by 25% and improving Customer Experience.
• Responsible for Project Management office (PMO) activities, defining strategy, prioritization and developing integrated project and program schedules for Lead to Cash and Data Strategy.
• Strategized and executed Data Strategy plans and implementation of the Master Data Governance organization with clear roles and responsibilities and Data Roadmap to support Data Analytics. Implemented Data tools in SAP DataSphere (Data Intelligence, Data Analytics).
• Developed strategies for Sales & Marketing Process and Systems to foster achievement of revenue goals and increase the team productivity. Examples: Implementation of Customer One-View data analytics supporting sales in the Account Management activities. Developed Business Developments best practices to support Salesforce activities improving the Sales team efficiency utilizing the best functionality of the tool.
• Spearheaded innovative approaches to resource allocation and strategic planning. Example: Developed Lead to Cash strategies and senior leadership approval for implementation of workshops to develop process documentation and roadmap for enhancements. Focus Enterprise Proposal.
• Linde Group
• The Linde Group is a world leading supplier of industrial, process and speciality gases and is one of the most profitable engineering companies
• Implementation region Americas Merge and Divestiture for Order to Cash defining process, system segregation and organization
• Implementation of new Customer Service- Customer Success team group to manage US customer’s interaction
• Set strategic plans for all regional Americas (Canada, US, Colombia, Chile, Ecuador, Argentina, Peru and Brazil related to Customer Experience and Order to Cash developing strategy and goals to strengthen CX and drive profitable growth.
• Linde products and services can be found in nearly every industry, in more than 100 countries
• Direct leadership of 6 Managers and more than 300 indirect/shared employees of Linde Americas
• Responsible for the CX/OTC strategic long-range improvement roadmap
• Responsible to develop and customize the Customer Experience program for all Linde Americas, developing workshop, customer journey maps bringing the Cx concept and improvement in all customer´s interactions
• Implementation of Customer´s survey Annual and Real Time
• Implementation of Cx Committees in all countries improving dramatically the Query & Complaint response time and quality of the root cause to avoid recurrence of issues
• Implementation of Latin America Outsourced Shared Services for OTC processes with success
• Implementation in 2 years of the Customer Care Centers in Brazil, South Region (7 countries) and US in Health Care in an outsourced model (BPO) with increased Services and Reduced cost to serve
• Implementation of e-adoption program increasing the E-business from 2% to 15% in Canada
• Implementation of Master Data Governance and workflow digitalization in U.S., Canada and South Region reducing data error, improved the time to create new customers and new scenarios
• Reduction of data error and data obsolescence cleansing in all America region.
• Implementation of the concept of No Touch orders – digital order capture of emails and pdf´s documentation, improving the Customer Service team productivity
• Improvement in Invoice accuracy bringing the efficiency to 98% in the majority of the countries and an improved process to reduce Credit Notes issues.
• Drafted and distributed reports to assist board members with critical business decisions.
• Optimized operational processes using analytics tools to address client-specific metrics.
• Set and administered $[Amount] yearly budget with no overages.

• Dow Chemical Company
• Directed design and execution of business transformation initiatives to drive performance, profit optimization and growth opportunities.
• Drove strategic improvements to enhance operational and organizational efficiencies.
• With annual sales of more than $57 billion and employing over 50,000 people worldwide, the company's 6,000+ products are manufactured at 201 sites in 36 countries across the globe
• Brazil
• Direct leadership of Latin America customer service operations and improvement teams with 15 direct reports and 107 2nd levels (Customer Services, Order Entry, Order Management Local and International, Pricing, and Payment Receipt & Handling)
• Global Program Manager: PMO for OTC Projects and Mergers, Acquisitions, & Divestitures
• Expertise of working with BPO structures, outsourced activities with front and back office, maximizing efficiency of customer services and order fulfillment resources, increasing customer satisfaction, and delivering exceptional services with reduced costs
• Strategy and vision around OTC: Definition of Global OTC project improvement implementation roadmap (Strategy and Global Program PMO)
• Global project implementation: Aligned with OTC & customer service restructure
• Definition of front and back office activities, offshore activities (business process service centers), site consolidation delivering more than US$10 million savings
• Growth enabler: Global Implementation of OTC business readiness, improving new customer and new scenario implementation
• Productivity gains: Global order automation strategy definition and implementation
• Order automation increased from 10% to 71% in Latin America
• Global definition of Zero Touch concepts and metrics to support elimination of bad touches/reworks, resulting in 40% productivity improvement
• Cash flow/working capital improvements: Reduction of working capital in collection and discrepancy management and reduction of average days of delinquency by 5%
• Technical Leadership: Global and Latin America implementation of new ERP SAP/ECC
• Responsible for order receipt and handling, payment receipt and handling, pricing, and business readiness.

New business development: Start-up of direct sales in Latin America. Responsible for South/Central America and Caribbean (managing 30+ distributors) with profitable sales

Implementation of customer-driven business rules: Export sales generating better services and costs

Divestiture: Responsible for preparing the carve-out of Siemens and start-up of BenQ Eletroeletronica in Export and Import areas at end 2005 - Jan 2006 Organization re-structure: Responsible for shared services and restructuring the area.Main results: Reliability increased from 45% to 90%, reduction of transit time (doc preparation and air shipment) cost reduction in all export/import processes, reduction of import taxes

• Handled customer relations issues, enabling quick resolution, and client satisfaction.
• Conducted team meetings to reinforce goals and objectives and set clear expectations about policies and procedures.
• Maintained relationships with customers and found new ones by identifying needs and offering appropriate services.
• Closed lucrative sales deals using strong negotiation and persuasion skills.

• Oversaw daily business operations and financial decisions to drive profitability and growth.
• Developed long-term relationships with key clients, vendors and service providers.
• Applied working knowledge of International Trade Compliance in reviews of internal processes, procedures and policies governing import and export rules and regulations.
• Managed import and export of hazardous materials in compliance with applicable laws and regulations.
• Assisted with problem resolution and dispute management relating to import and export activities.
• Consulted with customers to assess needs and propose optimal solutions.

Saint Gobain Vidros S.A.

Export Supervisor (1999-2003)

Commercial trade expertise: Global management of 32 agents, sales, & commissions. Increase of 50% in export sales to Latin America.

Logistics expertise: Responsible for commercial and logistics export process with freight rate reduction of 20%, resulting in the first electronic BID (inland and international freights) by truck, rail, sea, and air

Philips da Amazônia Industria Eletrônica, Ltda

Procurement Raw Materials Senior Analyst (1997-99)

Imported products to maintain production in Manaus, developed new suppliers, and reduced transit time, international freights, and stocks. Main results: Stock reduction of 15% and transit time reduction of 10%

Caterpillar do Brasil S.A

Senior Analyst/Coordinator: Import and Export (1988-96

Responsible for the exportation of tractors and parts to South America, drawback control, agent commissions. People leader: LAA leader of 5 direct employees at age of 25 year old.