Responsible for the maintenance of six logistics complexes, and several commercial properties representing around 40% of the entire gross leasable area of ​​Pernambuco.- Design of the company's maintenance area, its routines and KPIs, as well as maintenance planning, number of emergency services and analysis of fundamental causes- Implementation of a maintenance management system allowing to structure themaintenance area, and create KPIs monitored on a routine basis.

Responsible for the production and maintenance of six filling lines (three returnable filling lines, one for cans, one for barrels and full flex), where he managed a team of approximately 180 people. Owner of the area's strategic planning, he managed the main KPIs for people, safety, quality, performance and cost, using the management tools SWOT, OKR, PDCA, Scrum, and Fundamental Cause Analysis, for example, providing continuous improvement of results. - Process and procedure improvements were made that led to a loss of R$300K against the budget going from a loss of R$700K to a gain of R$700K, and resulted in the lowest rate of raw material loss for all units. - 50% reduction in the average number of monthly SAC complaints. - Led the startup of the most automated barrel filling line in Latin America, resulting in an increase in shelf life from 15 to 180 days, and the first fully flexible filling line (glass, can and PET) in the world, enabling cost savings R$400K with the internalization of production previously carried out in co-packers. - Through continuous improvement with a focus on autonomous maintenance and development of predictive maintenance, and continuous use of the RCM tool, the best Productivity result was achieved among all plants in Latin America, with historical records of production volume on oversold lines. -Carrying out coaching and constant feedback, promoting a leader to the position of manager, and 2 others to the position of Engineers, in addition to the training and development of 4 new leaders.

Responsible for two returnable beer packaging lines at the largest beverage production unit in the Northeast, leading a team of more than 80 employees, including technicians and operators. - Leader of the Flexibility SQUAD, applying agile and Lean methodology to reduce Setup time, achieving a 50% reduction in average setup time - Leader of the Productivity Results Improvement Group, responsible for failure mode analysis, and root causes of all plant lines, implementing autonomous maintenance training actions and procedure reviews, achieving a 7% gain in the Manufacturing Efficiency KPI

Supervised the largest returnable beer packaging line at the Pernambuco factory, with a direct team of 22 operators. Responsible for managing people, safety, quality, productivity, cost and team maintenance indicators. - Strong training plan and use of skills matrices to gain +6pp in the Factory Efficiency KPI - Implementation of dashboards for self-management of autonomous maintenance connected to the team recognition program, increasing the team's engagement rate from 70 to 90% - Process mapping, data analysis and standardization and use of Lean tools such as Poka Yoke, enabling the reduction and total elimination of consumer complaints during my period as supervisor.

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