• Responsible for two factories in Manaus (electronics board assembly and product assembly). Successfully led team reorganization, implemented KPIs, reduced inventory by 35% and international freight by 8.5%, implemented Sea - Sea/Air freight modals, improved production efficiency across both facilities. Close relationships with ODM’s for Quality improvement and Supply efficiency.• Strong connection with Legal and Product Engineering for proper product definition and PPB compliance. Generated BOM cost reduction using PPB strategy• Led After Sales Repair Center revamp, driving strategic and operational planning, team restructuring, infrastructure enhancement, process optimization and quality assurance. Notable results on first semester, strong cultural challenges, project ongoing. Designed Return Rate KPI to feedback Manufacturing and R&D for improvements • Contract negotiations with new ODM’s to better reflect need to operation into contracts

Connecting the corporate executive experience with the academic world, within a very innovative environment such as MBI UFSCar.

Business development, Project Management and Customer Relationship for Automation, Energy Efficiency and Alternative Power Generation.

Head Field Services Operation Brazil (30M USD/yr), ultimately responsible for Services P&L, Report to VP Operations and Services. Direct Reports 3 Managers and 2 Supervisors, team of ~60 people• Direct and oversee Field Services Business Unit, with revenues of 30M USD/yr and 150k visits/mth • Operation accounts for Customer Care, Contact Center, 39 nationwide Service Providers with 700+ Field Technicians, Distribution Center, Reverse Logistics Management• Customer Relationship for Business and Strategy management, Crisis and New Project Management, Design of customized offers• Follow-up and Action Plan on both Internal and Customer Service Key Indicators• Responsible for Profitability, Territorial Expansion and Revenue Growth. P&L analysis by customer, by service line and by geography• Team management and coaching to provide a Humanized Service, focused on customer needs, building win-win solutions and personal team development• Consultancy and Support for Field Services expansion in Latin AmericaSome achievements:• Customer Care Award and President's Award (2018)• 32% increase in volume with 2nd largest acquirer in the market (2018)• 30% increase in revenues with introduction of 3rd largest acquirer in the portfolio (2016-2017)• Reorganized supplier base with cost savings of up to 30% (2017)• Fostering a culture of transparency with Customers and Suppliers

Head Operations and Services LatAm, responsible for Services P&L.Report to EVP LatAm. Direct Reports 4 Managers, team of ~100 peopleResponsibilities:• Lead a team with different seniority levels, in Brazil, Mexico, Central America and the Caribbean, Andean Countries and Southern Cone, for Supply Chain, After Sales, Services and Quality• Direct and oversee all Supply Chain - Planning, Purchasing, Logistics, Import and Export, Order Management, S&OP and Outsourced Factory Management. • Demand Management, Planning, Purchasing and ComEx for Spare Parts used on After Sales • Direct and oversee outsourced LatAm After Sales operation end-to-end (SLA, Support, Materials, Cost, Billing)• Manage NPI and Quality: Failure Rate, R&D feedback, local Action Plans. Product EOL management• P&L analysis by customer, product and line of business• Close relationship with Sales Directors to ensure alignment of Operations strategy and quick response to customer’s demandSome achievements:• Restructure of Mexico Services, reversing customer confidence and profitability, including change of leadership, new control system for services, technicians and inventory, development of decentralized operating model (2015)• Panama Logistic HUB Project reducing costs and improving product availability (99.5%) (2015)• Implemented S&OP methodology with 37% reduction in inventory levels and improvement on demand x availability (2014)• Quality Award granted by Brazil's largest acquirer in recognition of high field rate return solution (2013)• Complete reorganization of Brazil After Sales Operation Model under Lean concept. Brand Image Recovery, Customer Satisfaction, SLA Delivery, Warranty Return Reduction, Dramatic Cost Reduction, Profitability Recovery, Elimination of 2-month backlog pending 1 year ago (2010-2012)• After Sales Service Network Setup for Central America, Caribbean and Andean Countries (2010-2012)

• Product Quality Assurance (process, KPI, improvements)• Field Performance Monitoring, Feedback, and Action Plans

Head of Manufacturing and Industrial Operations, responsible for Operation’s P&LReport to Brazil’s CEO. Direct Reports 3 manager, team of ~175 people Responsibilities:• Mission to transform a project / startup environment into a consistent and high volume industrial production, reorganize and structure the factory, full autonomy and responsibility• Supply Chain Management: Planning, Local and International Purchasing, Transportation, ComEx and Warehouse • Factory Management: Process and Test Engineering, BOM and ECO, Production• Product and Process Quality Management, monitor quality indicators, return and failure rate, implement quality system• Project Management and New Product Introduction. Deploy Lean Manufacturing in production and office environments• Sales Support for delivery plans, new product introduction schedule, customer interfaces for manufacturing or quality issues• Operation with 175 employees, 3 production shifts, SMT production lines and final assemblySome achievements:• Leadership of fiscal-operational project which increased 3.0pp in EBIT, through application of underused tax benefits (PPB and ICMS) (2007)• Earned headquarter trust allowing onboarding team return to France 2 months after my arrival (2007)• Organization of processes, indicators, staff, production, quality and reports transforming into consistent industrial production (2007)• Project leadership, financial justification and implementation of customization line to reduce delivery times and ensure quality (2007)• Aggressive manufacturing ramp-up: 3k / month to 20k / month in one year, no asset investment (2007)• ISO9001 Certification for Electronic Payment Terminal Production (2007)• Participation on Microsiga ERP deploy for payment terminals, especially with materials module (2007).• Factory closure leadership (all processes of labor relocation, orders, inventory, assets, labor replacement) with no disruption of delivery nor quality (2008)

• Workcell Manager for few small customer and lately for HP, being responsible for Customer Relationship, end-to-end Operation Management and ultimately responsible for the P&L• Setup of HP as new customer on a new manufacturing site: customer negotiations, physical setup, team organization, product and process qualification• Operation in 3 shifts with SMT and Box building, 180 employees

• Responsible for the customer HP Laserjet in the company, leading a multifunctional team and granting attendance of Customer Requirements (Materials, Engineering, Quality, Production, Delivery)• Management of internal Financial KPI’s (Revenue, P&L, Inventory, E&O, Freight, PPV)• New Product Introduction Management: Schedule, Quotation, Supply Chain, Engineering as well as Logistics and Fiscal processes• Leader of Project to change consignment operation into turnkey integrating Business, Supply Chain, Logistics, Finance and Legal from both companies

• Supervision of team composed by Process Engineers and Maintenance Technicians, responsible for Production Support, Technological update and Training, Introduction of New Products, Preventive and Corrective Maintenance• Production capacity analysis, Investment proposals, Budget preparation

• Production support, Process defintion and documentation, Trainning for Technicians and Operators• Continuous improvement focused on Productivity and Quality