Antonio Rocha Email and Phone Number

• Led the R3 Marketing team in the execution of its processes, such as the Industry Composite analysis, ECAP 3.0 and alignments within the different areas of the team. • Led the strategic planning process and governance for the R3 Marketing team, guaranteeing that the several areas within the department were aligned and worked collaboratively towards common goals.• Introduced Agile principles and methodologies. Worked with the teams to have the implementation of Agile squads, to change the culture and seek faster responses to market demands.Significant accomplishments:• Strategic Planning and governance: coordinated within the Comercial Area (Marketing, Sales and Dealer Development) the deployment of the Boldly Connect and Win in Brazil strategies, guaranteeing that our goals up to FY26 were clearly communicated and cascaded per dealer.• ECAP Training and Development: coordinated with the ECAP Insight Coach training sessions so that the new Marketing employees learned the processes. This initiative culminated with a training workshop for all Marketing employees.

• Structured the execution process tracking and implemented improvements to the sales processes for the Brazil Branch.• Developed tools to support the Sales team on their analysis and alignments with the dealer network, such as Dealer Sales Forecast (DSF), Dealer Purchase Plan (DPP), Sales Forecast, MS% Simulator and Incentives Report. Oversaw the continuous improvement of these tools.• Acted as the main liaison between Sales and Tactical Marketing, OFP, Prices & Incentives, Customer Support, Dealer Development and Banco John Deere.• Provided the Sales team with sales performance analysis to define priorities and drive corrective actions where required.Significant accomplishments:• Pre-Season Planning Program (PSPP): developed and implemented the process to expand the PSPP initiative to the Mid and Large Tractors, Combines, Planters and Sprayers, guaranteeing 75% of the planned production volumes each semester in FY18/19.• Situation Room for Combines: led a task force involving the Sales team, OFP and Banco John Deere to accelerate the retail of Combines on the 2nd Semester of FY18, which resulted in a +6.5 p.p. gain within the FY.• Combines incentives campaign: led the design of an incentives campaign for the 1st Semester of FY19, with shipment and retail goals per dealer. The strong execution in the 1st semester helped us reach our highest historical Combine MS%.

• Led the C&F Factory towards the goal of manufacturing distinctive quality product in a safe and cost-efficient manner, meeting our customers expected delivery date.• Owned the main production metrics (Safety, Quality, Delivery and Productivity).• Developed and implemented the Manufacturing Processes for current (OFP) and new (PDP) products and the planning and execution of the Factory Master Plan (FMP).• Led industrial activities at the site (Welding, Machining, Paint, Assembly, Logistics, Maintenance).• Led the Continuous Improvement Program and EHS Initiatives within the Unit.Oversaw significant improvements in the key operation metrics:• Safety: best OSHA recordable rate in the Region and the Division (< 1.0).• Quality: IPQ lower than 0.10 for Backhoes and Loaders.• Delivery: OpsX above 90% for Backhoes and Loaders.• Productivity: 17% productivity gain from 2015 to 2016.• Employee Survey: Unit (90% EE and 88% ME); Operations (89% EE and 91% ME).

• Led the development of the Paint and Assembly Processes to manufacture Backhoes and Loaders in the first C&F Factory in Brazil, aligned with JD-QPS Principles and EPDP Processes.• Managed the Capital and Expenses budget for the Area.• Coordinated with HR the Hiring and Training Process for over 150 employees (both Salary and Wage) for the Factory Start-Up.• Coordinated with the Facilities Engineering team to design and build a Green Site Factory, guiding the process to meet the project goals related to Cost and Schedule.• Worked with my counterparts at the Dubuque and Davenport Factories to ensure alignment on the process design and to leverage the product and process knowledge within those units.Significant accomplishments:• Completed the project on-schedule, on-budget.• Awarded the C&F Division President’s Award as part of the team that led the planning and execution of the C&F Factory implementation.

• Lead a team of Manufacturing Engineers and Wage Employees (NTAs), on both administrative and technical issues.• Responsible for the development and implementation of the Manufacturing Processes for new PDP Programs and the Factory Master Plan (FMP) activities (related to capacity increase and major shop floor modifications) for the Operations area in Montenegro. Areas of responsibility are: Assembly, Paint, Weld and Machining.• Acted as the Manufacturing Design Liaison for the PDP programs at the Unit, guaranteeing that the program goaIs for cost, quality, safety, environmental and schedule are met and that the implementation is conducted with minimum negative impact to the shop floor.• Responsible for all aspects related to Manufacturing for a new program introduction (process and equipment development, quality plans, operator training, coordination with Production Planning to align the best date and schedule for Build Events, etc).• Lead the Montenegro transition from a 2 Shift Operations for Assembly, Weld and Paint areas (20 Tractors/Shift, 40 Tractors/Day) to a 1 Shift Operation (35 Tractors/Shift) on May 2009. Great impact on the unit’s financial results, with great cost reduction due to higher productivity results for the wage workforce, general expense reduction ranging from reduction of costs due to transportation (fewer bus lines) to utilities (water, waste treatment, electricity, etc).• Implemented 6 PDP Programs on the FY 10, a peak year, with no negative impact to Montenegro’s key metrics, coordinating the activities on the shop floor, guaranteeing alignment among the key stakeholders.• Oversaw the model year change of all of the products at the Montenegro unit (5000, 6000 & 7000 Units), guaranteeing that all aspects related to Manufacturing were properly addressed and that all deliverables were completed prior to Build Events.

• Lead a team of Manufacturing Engineers on both administrative and technical issues, prioritizing and coordinating activities, to make sure that all of the team’s goals and objectives would be met.• Responsible for manufacturing engineering work within the Enterprise Product Delivery Process (EPDP) and Order Fulfillment Process (OFP).• Responsible for the development, fabrication and installation of equipment, Line Design, process documentation (development of WPlanner, OMS, Production Routing, etc), Quality (Support to CI teams, PFMEAs, Control Plans, etc), Operator Training and production support.• Lead the installation of the lines and start up, coordinating all activities with Production Planning, Logistics and the rest of the Operation department, to guarantee a successful start up for the Montenegro Factory.• DPQS Manufacturing Planning and Execution Element Lane Expert. Understood the principles of the Element Lane, acted as the champion of its implementation and coordinated the actions that the unit had to take towards certification.

• Worked on the Operations Simulation Department.• Supported factories on the development and analysis of Dynamic Simulation Systems, supporting ALiSS users on how to interpret the results, how to perform improvement studies, how to utilize ALiSS as a teaching tool for the people who would be running the system and how to utilize it as a day to day Line Management Tool.• Lead ALiSS Training Activities, developed training materials and supported inquiries that came through the ALiSS Help Desk.• Had the chance to work with and visit a number of Deere Facilities in the US (Waterloo, Harvester Works, Cylinders, Seeding, Davenport, Ottumwa, Augusta and Fuquay-Varina). Relationships and networking proved very valuable once I returned to Montenegro, utilizing these key contacts as a sounding board for the issues and difficulties that we faced, typical of a start up.

• Member of the team that performed the Line Design and Dynamic Simulation of the Montenegro Factory Assembly Lines. Developed process to effectively utilize the ALiSS Simulation tool as part of the Line Design process. Developed vast documentation on best practices, with part of the material being incorporated into the Deere & Company Official ALiSS Training Material. Acted as one of the main links between Montenegro and the Deere & Company Simulation Group, working from a user standpoint to identify improvement opportunities on ALiSS.• Performed extensive statistical analysis of the data collected through simulation, seeking to align the processes with the Flow Manufacturing and JD-QPS (at the time, DPS) methodology.• Lead the effort to develop ALiSS Training Materials customized to Montenegro’s needs and acted as one of the trainers of the future ALiSS users among on the facility.• Assisted on the WPlanner Training sessions held at Montenegro, translated the WPlanner Elements and served as a facilitator between the instructor and the training participants.• DPS Enabling Manufacturing and Technology Processes (EMTP) Element Lane Expert. Understood the principles of the Element Lane, acted as the champion of its implementation and coordinated the actions that the unit had to take towards certification.

• Worked on the Manufacturing Department, applying Lean Manufacturing and Six Sigma concepts with the goal of increasing production and lowering manufacturing cycle times. Designed assembly lines, optimized space utilization, assisted on solving quality issues that might occur during production.• Participated in multiple Kaizen events, applying Lean Manufacturing and Six Sigma tools, within the company’s continuous improvement efforts, collaborating with team members from the sales, marketing, maintenance and customer service departments.• Six Sigma Green Belt Project team member. Designed measuring instrument, conducted gage R&R studies and statistically analyzed data for a grinding consumables cost reduction project.• Established a Pneumatic Tool Preventive Maintenance Program, applying concepts such as visual management (5S) and waste elimination, improving quality of the assembly line pneumatic tools.