Responsible for the definition and dissemination of policies, best practices, and processes of integrated management system and after sales contributing to ensure competitiveness in national and international markets (Americas, Asia, Africa, and Oceania). Reporting to the CEO.• Redesigned the quality structure, rearranging the functions in Quality Office, Suppliers Development, Quality Engineering and Quality in Operations, changing the existing company focus of quality control for the quality produced (prevention).• Led drastic reduction of spending (75% in three years) related to warranties. • Led reduction of costs of internal quality (45% in three years) by reducing rework and scrap. • Redesigned the After-Sales area to promote differentiated service in the field and increase the revenue of parts and services. In three years, we increased: 20% customer satisfaction, 450% revenue with contribution margin above 40%.• I created the marketplace "Marcopoloparts.com.br" as a tool to promote the sale of parts and services. We reached in the first six months, R$ 1 million in revenues and more than 3,000 orders.• I developed the Marcopolo Quality System (MQS), in which the basic quality processes were established, and which served as a model for the creation of Marcopolo Way that aimed to define the basic processes of all areas of the company to support the internationalization process.• Developed high performance teams in multicultural environments, using a wide diversity of human and organizational development methods. • Developed a supplier qualification program, reducing those rated "C" from 15% in 2017 to less than 4% in 2020.

Responsible for the preparation of the global strategic plan for the introduction of the concepts of Industry 4.0.• Created and approved with the board the Industry 4.0 roadmap for the entire organization.• I have trained the involved areas in the basic principles of Industry 4.0, creating critical mass to assimilate the changes and thus engage them as sponsors of pilot projects.• I conducted innovative projects, such as: First plant with “Paperless” concept in the organization (Zumaya-Spain); 16 pilots using collaborative robots and use of additive manufacturing for construction of coils for induction heat treatment.

Responsible for the investment of the Americas region in capacity, new products industrialization, new technologies development and installed capacity optimization.• Reduced the need for investments (Capex avoidance) by 30% by optimizing the capacities installed, optimizing the P&L of the region.• Coordinated the launch of 15 new products in a period of one year in the different plants.• Reduced the inventory of indirect materials by 40% through the consolidation of spare parts and tooling.

Responsible for quality, manufacturing engineering and environment activities in South America (Brazil, Uruguay, Colombia).• Developed an integrated quality improvement plan that resulted in the achievement of 5 ppm (parts per million) in customer complaints and obtaining for three consecutive years the Toyota Quality Award (zero ppm).• Reduced 10% in internal scrap reaching 6,000 ppm, being considered the operation model in the world.• Developed autonomous teams for analysis and problem solving, applying models such as PPS (Practical Problem Solving) and A3.• I actively participated as a member of the Suppliers Board of GM and VW.• Developed and conducted cost reduction projects focused on labor productivity, raw material reduction and cutting tools, generating a reduction of R$ 5 million/year.

Responsible for the implementation of lean philosophy in the three plants in Mexico and four plants in the USA.• Increased the productivity of operations by 35%, even though it is a newly acquired operation.• Reduced inventories in operations by 70% through the application of Lean tools.• Reduction in 40% of the manufacturing space, making it available to receive the lines from the USA.

Build a long term continuous improvement plan for manufacturing and business processDeploy through management team a continuous improvement cultureDevelopment of continuous improvement leadersKaizen events Value stream mapping projects

Demand vs. installed capacity analysisInvestment plan definition and controlStrategic business planning

Management of production unit composed by 7 production lines aprox 200 people.Management of maintenance, quality, tool room and process teamsChampion of 3 production lines transferred from USA to Brazil