Responsible for the guidelines and management of the corporate areas of:• Engineering (projects and construction) and innovation, involving the development of engineering solutions for CAPEX and OPEX projects;• Technical and commercial proposals;• Technical documentation, involving the management of attestation and technical collection of works and services;• Integrated Management System (SGI);• Strategic business marketing.

A Brazilian company that develops, builds and operates sustainable engineering solutions for industries and infrastructure sectors, working in environmental and waste management.Responsible for managing a portfolio of projects and contracts with an annual revenue exceeding R$ 200 million, involved in project planning, implementation, and management of works and operations. My key achievements include:• Restructured operations, increasing efficiency, recovering profitability, and improving customer relations.• Led the team of direct contract managers, ensuring excellence in execution.• Restructured and managed the engineering department (projects), optimizing design and constructability processes, supporting the improvement of quality and performance standards in operations.

Brazilian engineering company, operating in project management, engineering consulting, environmental management, certification and quality assurance (products and systems).• Managing a team of 15 managers focused on the operational management of projects and clients;• Overseeing all operational units of the group;• Managing a portfolio of projects and contracts that include 1,500 workers and a revenue of BRL 200 million/year;• Managing and overseeing the results of the units.

Brazilian electromechanical assembly and industrial maintenance company. • Managed a team of 5 managers, working in project management, costumer management and business operations;• Developed and managed the Sao Paulo regional business unit – from proposal preparation to project delivery;• Managed the business portfolio of 22 contracts;• Managed and monitored KPIs such as cost, delivery time and cash flow.

Brazilian medium-sized health company.• Managed a team of 41 professionals, refurbishing and building new units;• Integrated internal customers to implement new internal initiatives and infrastructure projects to refurbish and build new units;• Established connection between the company's strategy and the infrastructure such as systems and physical facilities. Provided support in defining the company’s strategic positioning and actions for the products’ life cycle;• Managed internal projects to restructure corporate areas;• Developed and managed KPIs such as cost and lead time;• Managed portfolio of more than 100 suppliers such as designers, builders and material/equipment/system suppliers;Main Results:• Defined and implemented the standard procedure to analyze new markets;• Reorganized the project management area (infrastructure) to execute the construction sites of 43 units, also building 2 new hospitals and a new services desk;• Restructured the customer service sector.

Consulting to develop and manage projects and infrastructure business.• Planned the implementation of infrastructure projects;• Acted in due diligence to assess the feasibility of the acquisition of projects under construction and construction/assembly companies;Main Results:• Implemented 2 large infrastructure projects;• Evaluated 1 construction company.

Large Brazilian heavy construction company.• Managed a team of 15 managers, working in project management, business operations, customer and business unit management;• Developed and managed the business unit of industrial constructions with 3 major projects – from proposal preparation to project delivery;• Managed the business portfolio of approximately R$ 8 billion;• Monitored the portfolio management of more than 100 suppliers per project;• Managed and monitored KPIs such as cost, delivery time and cash flow;Main Projects:• Expanded the Carajás Railroad (EEFC), Vale's main production growth project, estimated in R $ 3.2 billion and involving up to 10,000 professionals, with significant improvements in contract negotiation results and additives;• Implemented the Minas-Rio Mining pipeline (Anglo American) and negotiated contractual additions in R$ 1.1 billion, achieving an operating margin higher than expected and numerous awards and recognition. Also acted in initiatives and sustainable activities to minimize impact on the environment, maintain zero accidents and establish relationship with the communities, reaching 22.2 million man-hours without accidents between 2013 and 2014.

Leader of corporate engineering areas that support company operations:• Managed a team of 125 professionals, providing support to operations such as proposals, engineering and construction, innovation, supplies and logistics, equipment management, risk management and contracts for Projects erection;• Developed and ensured the implementation of strategies with operational excellence through innovation, differentiating capabilities and increasing productivity.

• Managed a team of 5 managers, acting in project management, commercial operations, management of clients and business units;• Developed and managed the business unit of Industrial constructions – from proposal preparation to project delivery;• Managed business portfolio of approximately R$ 3.5 billion;Main Projects:• Led the implementation team of the Minas-Rio Mining (Anglo American), executing the construction to implement 520 km of pipelines. Also negotiated contractual additives of R$ 1.5 billion;• Constructed the first phase of the São Paulo Corporate Towers project with 258 thousand square meters of built area. The project consisted of 2 towers with 30 floors, an amenities building and a technical building – being the first Brazilian project to obtain LEED® Platinum pre-certification.

Responsible of the Engineering & Construction proposals department. Lead restructuring of proposals area of the engineering and construction (E & C), with effective innovation and improvement in its processes, reducing costs and increasing assertiveness.

Business development - engineering solutions, proposals' design and negotiations - of construction projects in mining operations' logistics with Vale in the "Alliance" model contracts, resulting into 3 new relevant contracts (Expansion of Ponta da Madeira Martime Terminal - On-Shore, Expansion of Ponta da Madeira Railway Terminal and Potassium Rio Colorado Project - Argentina).

Leader for project development in the Transportation and Sanitation segments for the Espírito Santo and Minas Gerais state markets, as well as in the expansion of Vitória Airport - ES, works and urbanization of Cristiano Machado Avenue (Green Line – Belo Horizonte), Sanitation - Passos – MG and the reurbanization of “Aglomerado da Serra” (“Programa Vila Viva” – BH) – MG.

Led the development of the business unit of Small Hydroelectric Power Plants (PCH’s) - PROINFA – Program for the Incentive to Alternative Wind Energy Sources – Brazilian Ministry of Mines and Energy and for the construction of PCH Piranhas (Goias state) in the EPC regimen.I was also the leader for commercial project development of HPP Pai Querê (Santa Catarina state).

Contracts management assessorship - Energy and Sanitation Unit Director.Coordinated the organizational design and implementation of Project Office (PMO) for hydro power plants EPC construction management (first PMO in the Brazilian Engineering and Construction Sector – 2001).Participated in the contractual management of:- Sanitation Projects;- Hydroelectric Power Plants (HPP), such as the HPP Machadinho, HPP Tucuruí, HPP Barra Grande and HPP Campos Novos.

Management of the project "Iron Ore Exportation Terminal" in Sepetiba Port – Itaguaí/RJ:• Procurement of equipments (Railway Car Dumper, Conveyor Belts, Stacker Reclaimers and Shiploader);• Management of the construction of the port terminal.

Project planning and contract management of all company Projects (civil works and electromechanical assemblies).Actively worked in the undertaking management: (a) Industrial, such as the Plant implantations of the COCA-COLA/SPAL (Jundiaí Unity), of GATORADE/QUAKER (Sorocaba Unity), of VOLKSWAGEN (EA-111 Project - S. Carlos) and of the SPECIALTY MINERALS do Brasil (Cellulose and Paper) and; (b) Infrastructure, such as the “Plano Comunitário de Telefonia - PCT” of TELESP, CAIC’s - MEC and Conversion to NATURAL GAS - COMGÁS.

Brazilian holding company of a group with 9 companies in mining, wood lamination and rendering, and service areas.Supply Chain Management

Planning and contract management of Generation, Transmission and Utilization of Electrical Energy Projects. I was one of the leaders of the project “Exportation Corridor Electrification” - FEPASA.