1. 1
Moacyr Queirolo Filho
Main Results at RIM (2007 to 2011)
Result 1 as Head of OI Account at RIM (Sep 2010 – Jun 2011)
CHALLENGE Keep the Relationship and RIM Plans with the New OI’s COO and C level structure.
SITUATION
In November 2010, OI started a deeply change of their Organizational structure where the COO
was replaced by and the old COO responsibilities were split among 3 different C levels creating
the need to reinforce RIM/BlackBerry at OI’s strategy among all those new C levels
HOW
I Immediately connected and set up meeting with new COO to reassure the Strategy defined
with the previous COO to keep the plans on track.
RESULTS
• We succeeded to have the new COO engagement and commitment with the Strategic
plan we had
• I reinforced to all OI directors and middle managers, through cascaded internal
meetings, my responsibility, leadership and accountability for the results of this project
from RIM side.
Result 2 as Head of OI Account at RIM (Sep 2010 – Jun 2011)
CHALLENGE Implement a BlackBerry Sales plan into SME Channel at OI Account
SITUATION Oi has rebuilt the SME Channel Organization but they continued to have a very few skill and
focus on selling any mobile solution.
Our main objective was to take advantage of this momentum and promote the BlackBerry as their
Champion Smartphone due the high ARPU generated and Strong Brand
HOW We prepared and implemented a National Incentive campaign in January 2011 including the
TOP 70 OI SME Dealers that had the better results on Mobile sales.
As a counterpart we asked OI to grown in 56% their SME Dealers commission along the 1
st
H
2011 (from 64 BRL to 100 BRL) creating the right motivation along all the chain
RESULTADOS • BlackBerry sales increase + 100% QoQ during 1
st
H 2011
• We could see an improvement in the engagement not only from the OI SME Dealers but
also from OI Sales Managers and teams with constantly request to visit OI’s regions.
Result 3 as Head of TIM Account at RIM (May 2007 – Aug 2010)
CHALLENGE Include a BlackBerry Device model inside the TOP 8 FOCUS device at TIM during Q3 2010 to
increase our Sell-in
SITUATION TIM decided to change its strategy minimizing the quantity of devices they’ll focus their Marketing
and Promotions activities downsizing its portfolio in 47% (from 76 to 40) starting in Q2Y10.
We had very few possibilities to have a device included in this FOCUS short list due our high price
point.
At that moment we had only 2 devices at TIM portfolio (8520 and 9700)
HOW I conducted an internal negotiation within RIM product team to customize our screen for this
product as per TIM’s request including some IM (eg: Tweeter) and Social Network (eg: Facebook)
in the first lines of the screen.
Presented an cheaper 3G BlackBerry Device option to increase our participation at TIM portfolio
RESULTS • I succeeded to negotiate the inclusion of the 2G BlackBerry device (8520) among the 8

2. 2
FOCUS DEVICE short list;
• Included a 3
rd
BlackBerry device (9300) at TIM portfolio regardless the fact they were
downsizing it.
• Used the Virtual Preload Software tool option that created this TIM customized screen
without any huge investment from RIM side;
• 34% of increase in the TOTAL Average BlackBerry Sell-in between Q2 and Q3;
• Generated an extra 2M USD device revenue with inside Q3.
Result 4 as Head of TIM Account at RIM (May 2007 – Aug 2010)
CHALLENGE Increase our Market Share at TIM CONSUMER channel
SITUATION We had few penetration at CONSUMER channel due the lack of price point and focus from
Carrier
HOW I internally negotiate a reduction in our SERVICE FEE in order to be part of the INTERNET FREE
promotion TIM will launch in the 2
nd
H of 2010 – Total cost was 300K USD for RIM to be paid
along 8 months.
Succeeded an extra 300 K USD from MKT to participate in the TIM FATHERs DAY TV campaign
RESULTS • We were included in the FATHER’S DAY National TIM campaign (TV, Magazines, etc..)
• CONSUMER MARKET SHARE jumped from 15% to 21% during Q3;
• 89% of increase in the CONSUMER CHANNEL Average BlackBerry Sell-in between Q2
and Q3;
Result 5 as Head of TIM Account at RIM (May 2007 – Aug 2010)
CHALLENGE Launch a new RIM Sales Channel along 2010
SITUATION RIM was promoting among IT integrators and Software resellers the possibility to become a
BLACKBERRY Software and Service provider and I have to engage TIM to become part of this
plan.
HOW I immediately asked my Account to broadcast this new channel among TIM middle managers to
identify were we could have a converged interest
We invited some TIM managers to participate in the events planned only for the resellers but with
an agreed NDA.
RESULTS • As a coincidence TIM SME channel was working on a similar project and we could
include this new RIM channel inside TIM plans.
• TIM was the FIRST CARRIER to implement this RIM channels among their SME
partners
Result 6 as Head of TIM Account at RIM (May 2007 – Aug 2010)
CHALLENGE Reinvest the MKT and SALES investment done for STORM into a new project
SITUATION Due the STORM launch negotiation we had agreed some investments from both companies.
However, due the STORM sales were NOT performing as good as we planned, we had the risk to
LOSE ~1M USD due lack of target achievement.
HOW I decided to redirect the use of this money to sponsor the new SME SALES CAMPAING TIM was
launching in the 3Q of 2009 in order to NOT lose this investment.
After have TIM agreement, I internally negotiate an extension of this investment based on
BlackBerry Sell-out into this new plan

3. 3
RESULTS • Re-directed RIM’s 0.8M USD and prevent to have this money lost inside TIM
• Had the BlackBerry being the CHAMPION & ONLY DEVICE inside the REGATA’S
CAMPAING (SME) during Q2 and Q3
• Had TIM C level executives presenting our product to +1000 people in the stage of the
TIM SALES CONVENTION in April 2009
• 45% sales grow at SME compared to Q1 2009
• We agreed that TIM will be providing a WEEKLY SELL IN & SELL OUT report to RIM.
We have it until nowadays.
Result 7 as Head of TIM Account at RIM (May 2007 – Aug 2010)
CHALLENGE Being promoted to Head of TIM accounts and manages the FIRST and MOST experienced RIM
employee in Brazil and my other peers.
SITUATION After 1 year working at RIM as Sales Account Manager for TIM, I was promoted to become the
Head of this Business Unit and automatically I had a team or peers that started to see me as his
manager and my main concern was to keep everyone motivated to contribute to the team
HOW Talked individually with each one in order to frankly ask their opinion regards my promotion and
assuring to them that my main purpose were to support them to do their jobs and, together,
achieve our targets.
I created the right environment through weekly meetings (formal and informal), keeping myself
available for any request they may have (professional or personal), contacting TIM C level when
necessary to create a ‘top down’ movement and makes the thing running and making sure they
could explain their ideas and provide their ‘extra mile’ making them feel they ‘own’ the business.
RESULTS • Both were under my management during ~1.5 year with no issues respecting my
leadership and being very proactive and achieving our targets.
• Both were invited to lead other teams (inside and outside RIM) and improved on their
career.
Result 8 as Head of TIM Account at RIM (May 2007 – Aug 2010)
CHALLENGE BlackBerry Sales Start up at TIM SME CHANNEL in 2
nd
H 2007
SITUATION When I assume TIM account in May 2007, due BlackBerry price point too high and a very poor
Brand knowledge of our solution in the mass market (Consumer) we were successful only at
Large Account channel.
We had to improve our Smartphone penetration in other channels in order to prepare TIM to a
massive sell out in the Consumer.
HOW The way out we found was to do a deep dive into TIM SME CHANNEL promoting our solution
through a SALES INCENTIVE CAMPAING where we could educate around ~4k sales people
spread in 400 SME TIM Dealers providing also 4 face-to-face 1 day session of training bringing
around 1.5k people from all Brazil to better understand the value that BlackBerry bring to end
customer as well as how to identify a BlackBerry potential user.
We negotiated with TIM to raise their SME Dealer commission in 100% in return of this SME plan
that is applied until now.
RESULTS • 88% of BlackBerry sales grown in SME channel between 2007 and 2008
• An overall BlackBerry sales grow of 57% at TIM between 2007 and 2008
• Nowadays SME represents +70% of RIM overall sales at TIM due all this focus we have
done in this channel.
Result 9 as Head of TIM Account at RIM (May 2007 – Aug 2010)

4. 4
CHALLENGE Keep the C level relationship at TIM despite all the changes occurred during the last 4 years
SITUATION When I came on board at RIM, I could set up monthly meeting with the COO and my Director
where we could track the results we were achieving and refine the Strategy and define the next
steps to be followed by Marketing and Sales through TIM
With the replacement (twice in less than 6 months) of this COO during 2009, when all the new
CEO staff came down I had to rebuilt almost from zero all the relationship with the new players at
C level.
HOW • I provided weekly reports regards TIM BlackBerry results to all C level to keep them
aware about their Market Share in Brazil and position among the other carriers (without
show each carrier was where as an ethic position)
• Brought the middle management team to External Summits, sponsored by RIM in a hotel
bringing customer from other countries, that does not conflict with TIM local competitors,
to exchange ideas and do a benchmark about the best practices regards BlackBerry
services and plans all over Latam.
• Included the most relevant C levels in my BBM (BlackBerry community) creating a ‘hot
line message’ that we can communicate among us and take action for new opportunities
of plans corrections
• Promoting at least 1 meeting with the CEO of TIM with my LATAM Director to review our
plans
RESULTS • From 2007 to 2010 (Sep) TIM kept the Brazil leadership Base of BlackBerry regardless
the fact that all other Carriers started to sell our solution.
• We increased our sales from units of thousands to tenths of thousands units creating a
YoY grow of 43% in average
• RIM had the BlackBerry Brand strongly connected with TIM Brand as the best in class of
selling our product and creating competition among all other carriers that wanted to
overpass TIM and bring the same high ARPU to its revenue.
Result 10 as Head of TIM Account at RIM (May 2007 – Aug 2010)
CHALLENGE Sell RIM Technical Support in Brazil (T-SUPPORT)
SITUATION RIM had plans to sell the T-SUPPORT in Brazil but, as all contracts must be done in US and with
RIM Canada. It was requested to me to close at least one contract in Brazil in order to be used as
a Success case to bring new customers to this service.
HOW • I used the main customer RIM had at that moment (2007) that was TIM itself with +1.3k
internal users
• I take advantage to the fact TIM and RIM had already an agreement so most all the legal
issues have being discussed in the previous MSA (Master Service Agreement)
• I internally negotiated a discount to TIM as that will be the first T-SUPPORT contract
signed in LATAM even though RIM had already most of the carriers in LATAM selling
BlackBerry
RESULTS • The contract was signed in the end of 2007 and generated an extra revenue for RIM
Result 11 as Head of TIM Account at RIM (May 2007 – Aug 2010)
CHALLENGE Being RIM Spoke person for new products launches between 2008 and 2009
SITUATION RIM had NO country manager at that time and our PR team had to concentrate the message to
be broadcasted to Brazil market in one person

5. 5
HOW • I was unanimously appointed to become RIM’s Spoke person among all 20 executives
we had at that moment due the facility they identified with the conduction of my
presentations and interactive posture.
RESULTADOS • We had increased our hits in the highlights in all main newspapers, magazines and
specialized sites
• The YouTube presentations of RIM, and our products continue to being visited along the
years