Responsible for managing the operation, P&L and scaling up growth of the business.Principal lead consultant of all GRC and PRM consulting and advisory disciplines. Corporate Governance, Risk and Compliance Consulting Services:• Development of corporate governance, risk and compliance frameworks and processes.• Implementation of Board Oversight frameworks to enhance corporate performance. • GRC Integration – GRC framework development and integration to corporate current processes. Project Risk Management Consulting Services:• Development of Risk Management framework and methodology tailored to client’s strategy and operational objectives.• To conduct (in-company) structured Risk Assessment Workshops, Qualitative and Quantitative Risk Analysis for project organizations.• Conducts Qualitative and Quantitative Risk Analysis workshops for project organizations, and develop risk profile and contingency report for Capex and Opex approval.• Conduct in-company Risk Management training across company’s functional areas to enhance BUs project performance.

Responsible for the development of Executive MBA programs for the institution framing out the best syllabus to form the most comprehensive academic modules and disciplines for the following masters programs:• Exec. MBA in Strategic Project Management and Innovation• Exec. MBA in Governance, Risk and Compliance (GRC) - Professor for courses in Project Portfolio Management (PPM) and Project Management Office (PMO)- Lecturer for disciplines in Corporate Governance and Enterprise Risk Management (ERM)

• Responsible for the Risk Management Portfolio and business development joint efforts with BU´s directors across the region;• Member and chaired executive screening committee, Bids & Proposals, responsible for “Go/No Go” during bidding process;• Corporate risk management champion in Latin American region, focal for all Hatch’s RM policies and processes; • Created a high performance Corporate Risk Management Group composed of six (6) risk specialists, delivering structured trainings to lift up, adequately, their core competencies to support all BU´s programs and major projects;• Chair workshops and committee meetings on project reviews, constructability analysis, maintenance analysis, project valuations analysis, and toll gates – from FEL1 to FEL2 to FEL 3 programs.Principal EPCM Projects: Chuquicamata Cooper Underground Project / Codelco, MMH Plant Concentration Expansion/ Codelco, El Abra Cooper Project/ Fincross, BHP Billiton OGP1, El Morro Gold Project/ Goldcorp, Boa Vista Fresh Rock/ Anglo American, La Colosa Gold/ Kedahda Ltd, and Baffinland Iron Ore/ Arcellor Mittal.

• Responsible for institutionalizing risk awareness culture across all UK KBR project organizations with the corporate Project Risk Management (PRM) system and processes.• Corporate risk management champion for all UK-based projects, and focal point for all KBR’s risk management bids and tenders; • Member of executive screening committee, Bids & Proposals, responsible for “Go/No Go” during bidding process;• Chair projects risk review committee meetings, participate on monthly project status reviews of corporate project portfolio.• Oversight and training of risk management staffs on current risk management best practices and corporate ethics and policies.• Member of committees on project reviews and toll gates – from FEL 2 to FEL 3 programs.Principal EPCM Projects: Gorgon Gas Project / Chevron, Quad 204/ British Petroleum, Shaybah NGL Program/ Saudi Aramco, Skikda LNG Program/ Sonatrach, Tengizh Oil Program/ Chevron, and CLOV FPSO/ Total-DSME.

* Risk Manager, Project Services Group, Industrial Division (Metals, Mining & Aluminum) providing expertise on RM best practices & processes for EPC/M projects.* Risk Manager, ALUMAR ALREF U2 Project (owners: Alcoa, BHP Billiton, Alcan):> Developed/institutionalized a RM System across functional areas.> Risk review/assessment workshops with stakeholders and owners team.> Created an automated Risk Register (RR), comprising of risk history, risk factors, risk treatment deployment plans, risks exposure/residual/ mitigation costs.> Conduct toll gates to monitor risk drivers, response efficiency to establish crises contingency plans.> QLA & QRA using Pertmaster, @Risk to support executive management decisions.> Created dashboard-like risk management reporting system to highlight risk issues and actions. > RM coaching works for Alcoa´s Juriti bauxite mining project.

Consulting practice on business process re-engineering, project portfolio management and business transformation services for banking, automotive and professional services industry.Leadership role and principal projects:§ Banco Nossa Caixa – 1.) bank organizational structure assessment, mapping of current banking processes and areas like personal and rural loans, investments, treasury & asset management, marketing/sales DB, and insurance system. 2.) structuring and creation of a new Project Management Office –PMO for the IT department with new and customized processes and methodologies to the banking culture and new business processes. A hybrid PMI/ITIL/COBIT processes was consensually used.§ THT Automotive Components Project – assessments, process mapping, business modeling, gap analysis and solution architecture (ERP). Project management of information system design, build, implementation and UAT.

• Direct report to Latam Operation Director on business strategies and operation in Brazil.• Project Portfolio Management, 50+ project contracts, estimated at US$ 12MM.• P& L accountability – improved portfolio gross margin thru risk assessment/mitigations. Increased overall project teams´ performance efficiency to plus 20%.• Project controls using integrated cost- schedule approach to track actuals against forecasts and deviations analysis.• Managed successfully three (3) turnaround projects of fire protection and security systems for GM, Ford and São Paulo Metro Corp.

Staff of the Project Management & Delivery, ITO/BPO department, delivering projects in the telecom, card processing, manufacturing industries and call centers segments to support CRM, BI, Contact Centers and VoIP technologies with the following key attributions:• Leadership role in validating client business and users’ requirements. Develop SOW, project plans, costs scenarios and proposals for RFPs.• Holds kick-off meeting to drive efficiency by setting up adequate project infrastructure environment, skilled resources, current PMI methodologies and best-in-class practices.• Manage project budgets, schedule, communication and resource plans. Conduct stakeholders meetings to remove project roadblocks, and provide guidance on surfacing issues..• Drive cross-functional teams to meet project performance metrics, identify alternatives for project deviations to put projects back on-track. • Hold QA meetings, project status and toll gate reviews with clients and key stakeholders.• Project Manager – creation of a PMO for EDS supporting its Latin American offices. Principal Projects: Dow Chemical – VOIP Infrastructure Implementation Project (5 sites), Telefonica – DW & Corporate Project, Visa – card processing solution system (SDLC) project, GM of Brazil – CRM Program

* Project Control Manager, 1997-2000Leadership role for the complete project planning, monitoring and control of 2 EPCM projects for Motorola and Case Corp.: § Development and implementation of a Integrated Project Master Schedule of all activities of pre-engineering, design development and detailing, equipment specifications, procurement, due diligence of equipments and steel structures, construction drawings and all deliverables. A Primavera P3e/c application was chosen to manage and control all projects documents, data and information into single system.* Project Coordinator, 1975-1981Coordinated several turn-key projects (EPC & EPCM) in the petrochemical industries, steel mills, food industries, pulp and paper industries, leading multi-cultural/muti-disciplined teams to develop project engineering, design development, procurement of equipment,specifications, due diligence activities and construction management.

* Construction Planning and Control Manager, 1987 - ´90Reported directly to the Operation Director and responsible for the complete planning and costs control of all contracted projects – from budget estimation, scheduling, costs scenarios/alternatives, sub-contractors and suppliers contracts administration. Develop training program for the cost analysts, schedulers and field engineers for the implementation of the new company software, Primavera Issue Trak. Direct reports = 15 costs and planning analysts.* In 1991, as a Construction Manager managing a staff of 8 project managers,800 construction workforce and 50 units of heavy equipments constructing industrial complexes,energy projects,transmission lines,manufacturing plants,gymnasiums and comercial buildings.

Initially, coordinated the design and project engineering of the Smelting Plant with 60 engineers and designers as directs and spent approx.120,000 manhours. Then assigned as a Construction Project Control Superintendent responsible for integrating planning and control system of all activties, schedules, contract administration related to the Smelting Plant, Alumina Refinery Plant and its Private Bauxite/Alumina Port. Later, joined the operation as Project Manager of several expansion projects, distresed and recovery projects and revamp programs at the refinery and smeliting plants. Alumar Project was a $1.5 billion investment and is part of the Grande Carajas Development Plan.

Coordinated engineering and design works with (4) designers as directs for the following industrial projects: Carbon Black Expansion, Dow Chemical Expansion, Petrobras- REPLAN, Petrocoque and Ford Taubate Plant.