- Designed a new budgeting model for a large operator of restaurants (700+ points of sale in the UK), targeting efficiencies in key controllable cost group in the business. Manipulated large amounts of data, designing an enduring tool that treated each point of sale according to its specificities and presenting figures in reports read by different audiences (from restaurant managers to CEO)- Delivered an organisational change in a large fine chemicals group, coordinating a multitude of activities from fine tuning of org design, preparing individual communications and corporate announcements, supplying data to IT changes, and other material related to the transition- Designed a new toolkit for identifying operational bottlenecks across a network of 100+ sites for a British leisure group. Correlated large amounts of data and identified the most important drivers for capacity usage, package these insights in actionable recommendations to support client make important business decisions to better balance supply and demand- Developed comprehensive analysis of the economics of a new product line for a global metals producer. Having launched a new premium product that shared many of the assets as other product lines, the client had difficulty isolating costs of the new product and understanding its actual profitability. I was in charge of delving deep into several key aspects of the new business to draw an accurate picture of the product’s performance.

- Led one of the workstreams—composed of 1-3 junior consultants and 1-2 full-time dedicated client employees—in the project management of a $1B system overhaul in a major Brazilian bank. The team was in charge of mediating conflicts between departments, validating the incorporation of top-level system requirements, verifying progress of developments by IT- Revised the expansion strategy of a Brazilian contractor to African markets. Analysed the market attractiveness—including uncertainty of many announced projects—and matched it to the client's know-how and, very important in this case, risk profile. Benchmarked the operations of other multinational Engineering & Contracting companies in Africa, pinpointing the key success stories and lessons learned.- Designed the new business strategy for a major Brazilian cosmetics company, analysing a range of opportunities, from acquisitions, joint-ventures, greenfield operations and other adjacencies. Financial modelled an acquisition attempt and a JV opportunity, supporting top management with vital information for negotiation meetings. Developed the business strategy for a greenfield retail operation, benchmarking worldwide competitors, identifying fit with company's goals, running focus groups with local consumers. Financial planned the running of the operation, including analysing attractiveness of local production vs. imports, determining required supplying prices for achieving desired range of RRPs, and expected number of outlets. Carried out detailed tax analysis to optimise financial results

- Implemented a customer-led diagnosis methodology at an agribusiness powerhouse in Brazil. Conducted field interviews, developed thorough analyses and delivered important presentations to company top management- Delivered 10%+ savings in SG&A (sales, general & administrative) expenses in one of Brazil's leading sugar and alcohol producers, through in-depth analysis and benchmarking company's several operations (more than 10 plants across the state of São Paulo) to identify best practices. Helped to renegotiate medium and long-term contracts with key SG&A suppliers and partners. Redesigned supply processes, and identified gaps in IT that could optimise and reduce errors in day-to-day tasks

Delivered Sales & Distribution effectiveness and efficiency improvements in key markets for a multi-national beer company - Developed tailor-made recommendations to the client's operations in Quebec. Taking fully into account the idiosyncrasies of this province, the diagnostic effort was centred on best practices found in Latin America and Europe rather than Ontario and Western Canada- Ran a pilot to gradually implement recommendations. Developed customised reports in an off-line ERP-like Excel and VBA that supplied the sales team and its supervisors the required information to carry their new daily, weekly and monthly routines- Delivered a comprehensive diagnosis of the Sales & Distribution operations in top markets across the globe. My team was in charge with Korea (2 months) and China (2 months) and worked closely with another Gradus team focused on Russia and Ukraine, while teams from McKinsey & Co. analysed Europe, the U.S. and Latin America

Deployed a model to determine optimal capacity of phone lines for a dial-up internet service provider based on marginal revenue and costs, offering cost savings of 10-30% by market

Delivered optimisation and cost reduction projects in this coatings subdivision of DuPont, making use of Six Sigma methodology under direct supervision of the plant's certified black belt

Factory floor experience, rotating shifts (4x3) in a Seveso II chemical plant in southern France

Took a directorship in one of the most important junior enterprises in Brazil, being responsible for its external partnerships (at the time with consulting powerhouse Booz Allen & Hamilton, now Booz & Co.), and the recruiting fair (http://wi.polijr.com.br) which is the company's most important revenue stream. In my leadership, the fair moved from a cramped space in the back of the Civil Engineering building to take the spotlight of a temporary tent in the main parking lot of the Engineering buildings, dramatically increasing the available space, the awareness of the event and, consequently, its attendance.