Reporting to the CEO Brazil, having 6 direct reports (Manaus-AM and Canoas-RS Factories, Procurement, Logistics, Commercial Planning, Industrial Planning).Responsible for Manufacturing, Procurement, Logistics, Commercial Planning and Industrial Planning

Reporting to the Sales and Supply Chain VP, having 3 direct reports (3 directors: Market Operations, Logistics and S&OP/Production Planning). Indirect team: 8 managers and overall 400 employees.Responsible for all the Supply Chain activities described in the prior position and co-responsible for overall company strategy definition, projects prioritization, resources and investments approvals, participating in the weekly CEO staff meetings.Management of commercial allowances (US$ 120 million/year), prices, mix and volume: revenue management. Difinition of monthly and annual sales goals; participation in the budgeting and allocation of commercial allowances with the sales and marketing VPs and the CEO.Co-Responsibility for the delivery of commercial financial results, interacting and directing the sales team.Review of the commercial results forecast model, adjusting it to the company’s overall financial model, bringing much higher levels of predictability and consequently improving management decisions.Great financial gains with the improvement in client and product mix, through the gains from the implementation of the ATP system, which foresees which order in going to be fulfilled a week before actual production.

Reporting to the Sales and Supply Chain VP, having 7 direct reports (Sr. Managers), near 330 employees and 1.200 hourly paid employees in the warehouses•US$ 300 million/year budget•Responsible for the overall company inventory level (>US$ 400 million) and for product availability for annual sales of US$ 4 billion•Responsible for the S&OP processes for finished goods (800 skus) and for service parts (25.000 skus), coordinating suppliers, manufacturing and logistics to maximize availability and minimizie inventories•Daily Production and Materials Planning and Control on the 3 Brazilian production plants (>US$2bi purchases and 10 million products/year production)•International Logistics for finished goods, raw material, spare parts and machines and tools.•Supply Chain integration from trade partners warehouses up to our suppliers through the redesign of the overall process, changing systems and organization, resulting in a much higher order fulfillment speed, less point of sales stockouts, less unwanted inventory and of improved fleet turnaround•50% reduction in logistic waste and increase in fleet turnover through the establishment of a multidisciplinary management system and service level agreements with main trade partners•Attained best appliances B2C logistics in the country, with lead-times shorter than market average, competitive costs and best service level (above 95%). Done through internal team dedicated to B2C, which developed in-house processes and control systems•More than 30% inventory reduction with the integrated planning with main suppliers, reducing significantly raw material lead-times•Flexibility gains in warehousing area through maritime transport, reducing transportation costs by more than 30% and product transportation damage by 90% for all of Manaus Production•More than US$ 6 million/year saving with 5 p.p. average load increase through customization and fine tunning of optimization software, reducing 40% of the team

Reporting to the Sales and Supply Chain VP, leading a team of 3 managers (S&OP, International Logistics and Production & Materials Planning), 100 employees and approximate budget of US$ 40 million/year•Responsible for the S&OP (Sales & Operations Planning) process for finished goods (800 skus) and for service parts (25.000 skus). Responsible for the overall company inventory level (>US$ 400 million) and for finished goods availability for annual sales of US$ 4 billion.•Coordination of the overall supply chain (suppliers, manufacturing, logistics) to maximize product availability while minimizing inventories.Daily Production and Materials Planning and Control on the 3 Brazilian production plants (>US$2bi purchases and 10 million products/year production)•International Logistics for finished goods, raw material, spare parts and machines and tools.•Development and implementation of new processes for planning and managing production and materials that reduced our reaction time from 7 to 1 day, resulting in increased product availability and sales, reducing inventories and reducing end of month shipping concentration•Raw material reduction in Manaus through the redefinition of the materials internal flow and adjustments in the control process, which reduced to almost zero the number of incomplete CKD kits, making enough free warehouse space that could be used for manufacturing capacity expansion

Reporting to the Strategic Planning Director•Support the New Business Development areas to find ways to grow our B2C business (direct to consumer sales, water purifier business), our small retail business and our service parts business. Business analysis, positioning and execution of the strategic projects•Identification and development of strategic partnerships to develop the abovementioned businesses (Banks, Credit Card operators, Insurance companies, electronic appliances producers. Many of the partnership models continue to be the basis of the business today

•Post-Merger Integration of Brasil Ferrovias to ALL Logística (main processes and organizational structure)•Responsible for the analysis and recommendation of the fixed cost budget – Zero Base Budget: Whirlpool, Votorantim Metals, Pulp & Paper and Industrial Holding (VID). Implementation of the Matrix Managed Budgeting, process responsible for assuring the execution of the yearly budget defined earlier.•Organizational redesign based on the strategy and long term goals: Fosfertil and Votorantim Industrial

Reporting to a Project ManagerRETAIL (Pão de Açúcar – Brasil e D&S – Chile)•Assessment and definition of the business model of a supermarket chain targeted at low income clients•Definition and implementation of a store operation model, with gains in cost and service level•Definition and implementation of a store definition model for a hypermarket operation in ChileFINANCIAL SERVICES•Post-Merger Integration of a high performance boutique corporate bank (BBA) and a large retail bank (Itaú)•Definition of processes and dimension of a credit decision Center of a large retail bank•Assessment of the organizational structure of the corporate bank area of a large bank in Brazil.

Analyst, reporting to a Project ManagerAB InBev (client): •Modeling of the overall Brazilian beverage distribution network. This model led to radical and successful changes in the national distribution network and in the compensation model for the 350 distributors in the country. •Savings of tens of million dollars through the development of a optimal cost simulator that became the basis for the compensation of the entire beverage network distributors network used until recently.•Development of standard operation procedures for beverage distribution

Trader

Benchmarking of the production processes of the main parts of an engine.