Ricardo Oliveira

I have 12 directors reporting directly to me and a total of 6,000 employees. The business units are complete and with autonomy to manage its areas of Consumer, Corporate, SMEs, Marketing, Finance, Engineering, Logistics, Legal, Commercial Operations and Human Resources. I still have under my management strategy, control and management of all sales channels, distribution network (Dealers, Equity Distribution Centers, retail e partners), equipment’s purchasing policy and inventories management. Claro – Director Regional – Minas Gerais I have the responsible for the unit of Claro in the state of Minas Gerais, reporting direct to the commercial VP. With annual billing around R$1 Billion. This unit in Minas Gerais has 450 employees and 9 Managers reporting directly to me ( 4 Sales, Marketing, Engineering, Finance, Human Resources and Corporate Market ). My responsibility and challenge is the search for the growth of MKTShare in the state of Minas Gerais and guarantee the profitability of the organization through local partnerships. My management is focused on profitability of the business ( EBTIDA ), growth of subscriber base (Net Adds) and increasing participation in the market ( Market share);

VIVO – Manager – Interior São Paulo : January 2008 – Augosto 2009 I reported to the General Director ( Vivo São Paulo ) and had the responsibility to manage the state of São Paulo with the strategy of canvas new customers, to increase the billing of the company extend the total volume of sales segment retail and resale, ensure the increase in market share, the acquisition customers of high value, related and developed new business and implemented the program of excellence in sales to the channel resale. I had implemented the new model of commissioning, reappraisal the geographical distribution of points of sales, increase the capillarity of indirect channels, reducing costs with subsidies, define strategies for the acquisition and relationship with the channels. In the planning of sales, I was the management of distribution and monitoring of targets, control the budget, planning supply of hand set. I had a structure of trade MKT and own Shops. In total 1394 PDV's indirect, being 849 points of sale of retail and 545 points of sales, 97 executives employees and 1420 indirect employees.

BenQ Mobile: 04/07/2006 – Sales Director - Americas . • Responsible for sales target within the region. • Development of sustainable long term value propositions for customers in the region making special emphasis in regional synergies. (Business development plans). • Coaching of the sales force through the region. Development of a consultive selling sales team • Definition of sales policies with the purpose of achieving a commercial balance within the region in terms of market share and profit. • Development of sales strategies and actions to achieve turnover targets planned by the company. • Special focus in the 3 major accounts of the region: TIM, America Movil and Telefonica. • Business Volume : 780.000.000 USD per year.

TIM – Telecom Itália Mobile - TELECOMUNICAÇÕES - 01/07/2004 to 04/07/2006 TIM SÃO PAULO – Senior Executive – Capital and Country Side Tim SP is the most important operator of Italy Telecom Group in Brazil. It represents 30% of the Tim total net revenue in Brazil and it is known by strong financial and sales performance. TIM SP has an innovation profile and an important brand in São Paulo state in the telecom segment. I worked there as Business General Manager in São Paulo state, reporting for all Tim sales channel in the state (capital and country side), Direct Channel, Indirect Channel, Delivery, TLMKT, Own store (total 1.598 Sales Points). I reported direct to General Director and I had a structure of 11 Sales Managers in my subordination. The sales structure had 450 heads (employees) and 1200 heads (outsourced) including sales promoters. HOLDING – National Sales Manager In this function I had the responsibility to manage all retail partners of Tim Brazil and to manage the strategic performance of sales channel for 8 Tim operators which was segmented in 8 territories in Brazil. The focus of my function was guaranteeing the unification of the 8 TIM operators, negotiate with large sales nets, define the roles and responsibilities of Holding performance and operators in the partnership management. I was responsible for the management and dealing directly with 20 national large nets and 48 regional nets, which represents 100% of Brazilian Retail Market. TIM Maxitel – Consumer Sales Manager – MG, BA e Sergipe I worked as Business General Manager for 3 states (Minas Gerais, Bahia and Sergipe), resporting for all TIM sales channel in these states, Direct Channel, Indirect Channel (Dealers, TIM Point), Delivery, Sales by phone, TLMKT and Own Stores. Besides these sales channels, I was in charge of Recharge area (card sales) and Sales support through the elaboration of sales plan, distribution and following the targets, controlling the sales area budget and strategic planning of hand set supply. I was responsible for the total TIM Sales area restructuring in these 3 states, I introduced a new commissioning system, new process of business activities, opening of new sales points and revaluation of sales point distribution. As result of these we achieved a monthly average increase of 12% in the sales, we got more capillarity of sales point in the region, sales with quality, churn rate reduction and TIM higher growth rate in the last 4 years. I had a structure of 4 Sales Manager and 234 heads (employees), 54 heads (outsourced), annual budget of R$ 143.000.000 and a capillarity of 921 sales points.

TELEMIG CELULAR - TELECOMUNICAÇÕES : 01/02/2000 a 31/06/2004 Sales Manager of Indirect Channel (Retails) 01/01/2004 to 31/06/2004 – As Business Manager, I was in charge of Retails Channel and large Dealers net sales, total of 260 sales points in Minas Gerais. My main responsibilities were the searching of new sales channel, the definition of a partnership business system, the definition of strategy for the acquisition/relationship new channel, promotional media, equipments supplying, merchandising of Sales Points, pricing and financing, sales target definition and follow up and monitoring of competitors actions. Since January ’04 when I assumed this function until June ’04, this channel increased the company’s sales participation in 7%, which corresponds to 31% of company total sales. I had a structure of 3 Key Accounting Manager, 11 supervisors, 162 sales promoters and an annual budget of R$ 9.000.000. Main Partners were: Carrefour, Ponto Frio, C&A, LASA, Ricardo Eletro, Eletrozema and others. Sales Manager of Direct Channel and Alternative Channels 01/08/2002 to 01/01/2004- In this area I was in charge for all own stores distributed in the Telemig Celular area in Minas Gerais. This management was responsible for 24% of company total sales, headcount of 296 people and 51 sales points which have average monthly revenue of R$ 24million. In my last year I increased the total sales of this channel in 44%, reduced the OPEX in 31% (corresponding to R$ 5.000 million) and increased the salesmen productivity in 38%. Marketing Manager – Wap Services, SMS, LBS and E-commerce 14/02/2000 to 01/08/2002-I worked as project manager with WAP standard and Short Message. As responsible for projects, I developed and introduced the portals WEB (HTML), WAP (WML) and SMS services focused in contents, applications which generate revenue to the company (Ring Tones, Fake MO, Mobile Originator, Radio SMS, PIM, etc..). I developed a