Reporte ao CEO. Gestão administrativa, abrangendo as operações da associação no que tange ao administrativo, jurídico, financeiro, RH, relações institucionais com stakeholders estratégicos e gestão do portfólio de projetos. • Liderei a implantação de projetos estratégicos, tais como: desenvolvimento de aplicações web e mobile, implantação de ERP (financeiro, CRM e vendas), integração de sistemas e automação de processos que resultaram em eficiência operacional e escalabilidade para crescimento do negócio.• Geri entregas do time por meio de KPIs estratégicos baseados na aplicação da metodologia do BSC, resultando em maior transparência da organização para todos os stakeholders.• Atualizei os processos de governança e implantei iniciativas para atender a LGPD, cyber security e ESG.• Reestruturei a base de fornecedores estratégicos, por exemplo: fábrica de software, infraestrutura de TI, escritório jurídico, financeiro e contabilidade, entre outros.• Mantive relacionamento com órgãos governamentais e do mercado financeiro, estabelecendo novas iniciativas para atuação conjunta das entidades.

Operational Department Leader, main achievements: • Efficiency projects and initiatives within the operational structure. Core activities: headcount, CAPEX and OPEX.• Qualification of the new operational units for entry into service and training of the respective leaders. • Mapping and documentation of operational and administrative processes. • Management of partner companies and prospecting for new opportunities. • Implementation of a new operational management model, Operation Center. Core activities: i) Streamlining the decision-making process; ii) Map and direct the main pain points of the operation; iii) Leveling information among all sectors involved; iv) Share benchmarks among stakeholders.

Editorial Department Leader, main achievements: • Production of academic content for elementary school and high school classes • Management of author teachers to produce pedagogical and evaluative content • Management of the student’s educational performance evaluation process

Project Planning and Management (PPMO), main achievements: • PO2019 Program – Composed of 9 integrated projects, the program's goal is the full restructuring of the company's Operational Research process, which generates savings of more than R$ 650 million through the reduction of the teachers’ workload. • Pricing of products (aprox. 5k courses) – Development of a new model for performance analysis and market positioning of Kroton and its main competitors. Defining an integrated pricing strategy for higher education courses - considering scholarships, offers and communication to students. • Restructuring of the organizational structure - Review and optimization of the processes, reducing by 20% the payroll cost.• CAPEX management - Review of CAPEX planning process, considering long-term horizon of investments already "contracted" and prioritization of investments that present higher return on invested capital.

• Accountable for LATAM Airlines operations control at Guarulhos’ International Airport, LATAM’s largest international HUB with 240 flights and more than 40,000 passengers per day. • Leader of a 180-staff team responsible for managing flights punctuality, ground handling operational efficiency and procedure standards. • Responsible for operational negotiations with the Airport Concessionaire in order to assure the best in class operations process and procedures.

• Led a project team within Customer Service Sectors (Airports and Ground Handling) focused on cost saving, increase in capacity, higher operating efficiency and customer experience. • Main projects: i) Optimization of the aircraft turn-around processes, in order to guarantee the efficiency and recovering of punctuality of domestic flights; ii) Implementation of the Baggage Reconciliation System (BRS) in all domestic hubs of LATAM in Brazil, in order to ensure higher accuracy during the baggage handling process; iii) Development and implementation of a unified system to manage parts and materials of GSE fleet in all Brazilian’s airports

• Contributed in development of infrastructure feasibility studies to manage deal-making in LATAM’s most strategic project for 2015, LATAM’s new hub in NE Brazil • Participated in a team focused on the delivery of critical projects such as budgeting, infrastructure expansion, operational growth and create reports on a regular basis to the company’s executive board. • Supported studies to relocation, negotiation and delivery of LATAM’s largest HUB at GRU across all aspects of the airline business covering: concept of operations, new schedule implementation, contract and incentive negotiation, stakeholder management, capacity planning and operations optimization involving more than 5,000 staff.

• Enabled inbound and outbound logistics infrastructure for manufacturing all new aircraft parts (E-Jets 170 / 190, Phenom 100 /300, Legacy 450 / 500, Ipanema, KC-390, Super Tucano, AMX, entre outros).• Led kaizen projects focused on improving logistics processes. • Implemented Warehousing projects and developed new suppliers for inbound and outbound processes. • Designed packaging devices for internal transportation and export aircraft components.