Reported to the Africa, Middle East and India Hub VP, Member of the COMEX AL Group and responsible for a team of 3 direct and over 100 indirect personnel; revenue: USD 350 million. • Company Accountable Person in Joint-Ventures in Gulf Cooperation Council (GCC) - Saudi Arabia, Kuwait, Oman and Qatar;• GCC Joint-Ventures are partnerships to supply industrial gases (Oxygen, Nitrogen, Hydrogen) in long-range contracts of 20 to 30 years, producing gases in-loco for clients in the GCC region; • JV General Manager selection/management, in GCC countries to enable regional product supply;• Participation in developing projects to expand clients in JVs through new sales, M&A projects (e.g. purchase of minority shareholder shares in one of the entities);• Joint-venture P&L managed by General Manager - cost-contention, focusing on improving margins. Results• Acquisition of minority-shareholder shares – 5 -10 x EBITDA, • Additional profit of USD 2 million/year through expansion projects,• Cost Control actions - USD 2 million/year and ~3% do EBITDA.

Reported to the Industrial and Commercial Director. Team: 6 direct and over 150 indirect personnel• Regional Management comprising around 300 towns in São Paulo and South Minas (sales ~ BRL 300 million) spearheading the following activities:o Commercial management of bulk gas supply to industrial clients in many sectors: AMBEV, Bridgestone, Monsanto, Embraer, Caterpillar, Vigor, Cargill, etc.o Commercial management of gas supply in the “packaged” model (cylinders) to industrial clients in many sectors and sizes: Petrobras, to small & medium companies. o Commercial management of medicinal gas supply and services to clients such as, D’Or Group, SPDM, and regional Hospitals.o “Packaged” (cylinders) Supply-Chain: Logistics for cylinders allocated to the end-client, collected and reused. Gas-filling center maintenance, production & operation; transport logistics hiring/management models. o Technical Assistance: installation and maintenance of bulk-supply assets (tanks, vaporizers, networks); programming preventive and corrective maintenance visits.o Administration: Management of Accounts Payable and Receivable/Collection; Payroll closure and corporate HR support, General and Patrimonial Administration at AL Brasil affiliates in the region, compliance with regulatory aspects (AVCB, VISA).Results• Gross-margin improvement from 34% to 40% of sales and around 50% increase in 3 years;• Highlight for the cylinder business whose vertical profitability (MB/Sales) went from 30% to over 50% in 3 years and growth from BRL 18 million to BRL 25 million;• Rebalance of 50% distribution among direct and indirect channels to almost 100% in direct channels; there was also an indirect-channel dealer acquisition in 2022.• New transport model with vehicle rental & in-house drivers, driving BRL1 million/year in savings.• Active management of responsible talents and teams with renewals, managing a ~10% turnover, including promotions, dismissal requests and dismissals.

• Packaged line strategy redefinition (packaging in cylinders), which was undergoing its worst moment ending in regional model reorganization & client commercial/operational management; • Coordinating teams responsible for Sales Channel strategy: Direct and Indirect, Marketing and Development of Products & Projects, Commercial Special Gas Teams, Sales and Aftermarket Call Center and Cylinder Distribution (logistics);• Transport and sales-commission contract renegotiation;• Resuming special-gas supply to Petrobras;• Gross Margin definition by truck vs. Packaged Line P&L with BRL 2 million/year efficiency.

• O&G client P&L management in the manufacturing segment;• Development of new temporary-service business, using industrial gases;• Specific asset management – offshore frameworks used by offshore clients;• PETRONECT system administration - Petrobrás Procurement System;• Offshore asset offer and demand balance, reviewing cost appropriation & reducing cost in 2018;• Services – execution of the 2 largest services at Petrobrás refineries in 2017;• Negotiation and execution of a special operation with oxygen for Caraíbas Metais in 2018;• Other smaller services in a sales P&L characteristic of SPOT services.

• Atlantic Consortium (AL-Brasil + 2 companies) ThyssenKrupp CSA Supply Contract management;• Implementation of the participation model in energy efficiency generated by the Atlantic Consortium operational unit;• Resolving past commercial backlogs and payments for projects initiated in 2014; • Atlantic Consortium Contract Management (AL Brasil and another 2 companies);• Development of a long-range competitiveness study of a potential client industrial site, in which AL would invest;• Development of basin and potential-client study, in the vicinity of the AL Brasil operational unit;• Feasibility study of an ammonia plant using products available at operational units in Brazil;• Deployment of energy efficiency partition models.

• Market and Technology Study (Coal to Natural Gas) recommending no-go in AL Group investments in the market and technology area, avoiding sunk-costs worth billions of US Dollars.

• New consumption-tier implementation for a steel client, increasing AL Brasil OI by 3% to 5%.

• AL Brasil energy (free and captive) and natural gas management.• Efficiency projects in Natural-Gas Cogeneration