Founded on May 26, 1975, the Brazilian Rubber Technology Association's mission is to bring together professionals dedicated to rubber technology and related areas. As CEO, the main activities stand out: • Leadership in the review of statutes, promoting the modernization of governance based on ESG principles. • Review of the Controllership areas and implementation of ERP, CRM, EAD software, and tools for the digitalization of the Association.• Conducting the digital marketing strategy, promoting the association's visibility in an innovative way. • Effective coordination with associates and sponsors to hold the largest congress in the sector in South America.

Solid experience in leading projects covering various business sectors, highlighting: • Transformation of the Production Planning and Control area, implementing and improving the BOM - MRP - CRP modules in the SAP - Totvs system, with the creation of an integrated BI tool. • Definition and implementation of policies to optimize Drawback tax benefits, accompanied by a BI tool for integrated management. • Assessment and development of methodologies and tools for expansion considering market, risks and costs. • Review of the evaluation and restructuring policies of the marketing/internal sales department, supported by a BI tool for integrated management. • Implementation of methodologies and procedures to meet global Compliance requirements. • Due diligence for the acquisition and sale of companies by an international fund, considering supply chain opportunities and tax gains. • Market studies for sizing and prospecting, based on qualified research and information from government agencies. • Projects to evaluate anti-dumping actions, involving coordination with unions and associations. • Definition and implementation of policies to optimize tax planning (PIS, Cofins, IPI). • Restructuring of positions and salaries, including descriptions and evaluation metrics. • Preparation of valuation studies. • Development of training, using the Value Stream Mapping tool, for approximately 30 small, medium and large clients.

In charge of managing 52 employees, my responsibilities included:A) Acquisition of Direct and Indirect Inputs: - Structuring "Make or Buy" strategies. - Development of local and international suppliers, seeking balance between cost and quality. - Participation in fairs and sectoral events to immerse yourself in the production chain.B) Foreign Trade: - Development of import channels, with studies for OAS certification. - Use of the drawback regime to improve competitiveness in exports.C) Implementation of Systems and Flow Improvements: - Implementation of ERP SAP 6.0. - Review of the PP and MM modules. - Improvement of the Order to Cash (OTC) flow using the Value Stream Mapping tool.D) Logistics: - Optimization of inventory management with a 15% reduction in value and an increase in turnover by 40%. - Review of the layout for warehouse efficiency, with a 30% reduction in expenses. - Introduction of visual controls. - Definition/review of routes and modes of transport.E) Production Planning and Control: - Optimization of the flow of activities, reducing the order cycle by 40%. - Development of tools based on OPT - Theory of Constraints. - Coordination of S&OP meetings. - Implementation of planning aimed at optimization and cash generation, together with the Financial, Production and Sales areas.F) Executive Committee: - Member of the executive committee, participating in strategic decisions. - Preparation of the budget for raw materials and expenses in the Supply Chain areas. - Responsible for SCM areas for recertification - ISO 9000:2015.

As Project Manager, I successfully led the implementation of the new Correias Mercúrio unit in Marabá, Pará, with an investment of R$ 100,000,000.00.I highlight:- Management of approximately 500 employees during peak implementation.- Use of multi-disciplinary teams not dedicated to the project.I actively participated in:- Strategic choice of deployment location.- Preparation and coordination of financing projects (BNDES / FNO-Banco da Amazônia) for national equipment and civil construction.- Coordination to obtain the ex-tariff for the plant's main equipment from SECEX - ABIMAQ.- Preparation of monitoring reports for accountability to financial bodies.- Coordination of the civil executive project and its execution.- Coordination of the equipment/utilities project and its execution.- Implementation of operational procedures, including hiring and training local teams.- Implementation of Lean manufacturing culture for operational optimization.- Establishment of relationships with government bodies, local associations and financial entities.

As a leader in the Procurement, Production Planning and Control, Inventory, Receiving and Handling sectors, I highlight my main activities and achievements:a) Development of operational and quality procedures to ensure efficiency and compliance.b) Optimization of the production planning, scheduling and control process, resulting in: - Thirty percent reduction in staff. - Sixty percent increase in the company's productivity (kg/employee). - Focus on internal and external customer satisfaction.c) Preparation of a study for process horizontalization, implemented through the development of national and international suppliers.d) Management of the Supply, Logistics and PCP team to obtain ISO 9000:2000 certification.e) Assuming the presidency of CIPA, I prioritized the safety and well-being of employees.f) Development and implementation of a system for electronic data collection on the factory floor, reducing the use of paper in notes by 100%.g) Conceptualization and implementation of management and operational indicators in the Supply Chain area.h) Development and implementation of Business Intelligence tools for market monitoring, providing valuable insights for strategic decision making.

As responsible for the Production Planning and Control sector, I worked as coordinator, leading a team composed of 04 senior analysts and 02 full analysts.

As an analyst, my responsibility covered balancing production lines, including issuing purchase requisitions for inputs (raw and secondary materials), preparing production orders and the billing process.