• Developed long-term strategic plans in collaboration with an external consultancy firm. These plans were designed to align with the objectives set by the Board of Directors. Utilizing the SWOT matrix, planning scenarios, and the Balanced Score Card (BSC), I was able to define clear goals and strategic initiatives that would guide our future endeavors.• Revised the pricing model for new wind blade manufacturing sales contracts.• Led the strategic PMO: strategy deployment, management of strategic KPIs, monitoring of strategy execution, development and implementation of action plans.• Implemented the Market Intelligence area. This involved market sizing, trend analysis, competition benchmarking, economic viability studies, and expansion investment analysis. This initiative gave us valuable insights and a competitive edge in the market.

• Developed long-term strategic plans in collaboration with an external consultancy firm. These plans were designed to align with the objectives set by the Board of Directors. Utilizing the SWOT matrix, planning scenarios, and the Balanced Score Card (BSC), I was able to define clear goals and strategic initiatives that would guide our future endeavors.• Led the development and maintenance of models for long-term planning and presented them to investment banks, equity funds, and risk agencies.• Revised the pricing model for new wind blade manufacturing sales contracts.• Consolidated the annual budget, quarterly projections, and preparation of the corresponding financial statements, in line with IFRS standards, for wind blade manufacturing and service businesses.• Supported the Innovation and Treasury teams in preparing financing projects.• Led a team of project managers who oversaw the planning and management of New Product Introduction (NPI) projects for wind blade products. This involved managing everything from purchasing to equipment commissioning, preparing the factory, validating readiness to start production (SOP), and monitoring the ramp-up evolution with customers. The main focus was on improving productivity and quality.• Responsible for preparing, maintaining, and distributing the factory's occupation and master plans.• Accountable for developing studies and creating layouts to implement new products and increase production capacity• Responsible for modeling and simulating lean manufacturing processes using FlexSim discrete event simulation software.

• Responsible for establishing, directing, and advising a leadership cross-functional team to define and articulate business case targets, action plans, and business process improvements.• Sponsored and chaired a sales approval process focused on profitability.• Led a team of Japanese and global professionals in charge of setting targets, creating strategies, planning, and executing the M100 Program. Oversaw and approved the Business Case, Program Management, and Master Phase Plans with MHI:o Established criteria and a program launch process to support a commercially driven business.o Developed initial Program Charter targets and plans – profitability, schedule, and resources.o Conducted a review of Mitsubishi Heavy Industries (MHI) manufacturing plan.o Selected Siemens Teamcenter® solution and executed the initial phase of a PLM solution development.

• Held ownership of the product and business plan development for the new turboprop aircraft program.• Supported the development of the product and business plan for an eVTOL aircraft designed in partnership with Uber, now EVE Air Mobility at NYSE (EVEX)

• Integration of the business model and strategies and simulation and evaluation of new commercial aviation projects.• Managed economic and financial results during the development of E-Jets E2, which involved the following:o Defining cost targets for both Embraer and supplier work packages.o Analyzing and commercially approving product modifications from suppliers.o Integrating the management of the Cost of Goods Sold (COGS) using statistical treatment.o Managing the physical-financial progress of the Embraer investment (EVMS).• Construction of the process for assessing the readiness of the production system for the serial production of E-Jets E2 – Manufacturing, Supplies, and Quality.

• Developed studies of new programs in the industrial area.• Led the implementation of the new Legacy 450 and 500 executive jets in the industrial area by matrix-managing the Production Engineering, Tooling, and Manufacturing Panning Control (MPC) teams, which involved the following:o Consolidating the Manufacturing portion of the Legacy 450/500 business plan.o Purchasing structural assembly tooling for the Legacy 450/500 prototypes.o Specifying the industrial facilities necessary to assemble the prototype.o Analyzing and defining internal manufacturing content (Make x Buy).

• LAAM region (Latin America, Africa & Middle East) Manufacturing Engineering representative in the global development of the new S10 / Isuzu D-Max.• Executed the Global Launch Process, aiming to launch quality vehicles in 6 regional plants.

• Planning changes to facilities, equipment, and tooling for plants in Mercosur, including CAPEX, OPEX, costs, and schedule, in line with global guidelines.• Budget planning and expense control for Manufacturing Engineering projects in Brazil.• Project management of development, design, construction, and validation of tooling for new projects in the areas of Design, Product and Manufacturing Engineering, Tooling, and Purchasing.