Reporting to: CFO Team: 25 employees • Creation and management of the "Transform For Value" corporate program with a focus on business optimization and transformation: mapping and prioritizing initiatives, mobilizing teams, developing and delivering projects, measuring achievements associated with improvements and internal and external communication campaigns. Main projects: - Redesign of S&OP processes, developing and implementing optimization tools, changing business rules for decision-making and capturing more than BRL250M /year in recurring gains; - Industrial Reliability Jorneys, defining gaps, identifying initiatives and organizing work plans for the industrial teams of the company's strategic assets, capturing around USD40 M /year in industrial loss reductions; - Other initiatives linked to commercial activities (pricing, distribution strategy, customer loyalty programs, etc).• Creation of a Transformation governance associated with the ESG Agenda, with the definition of a strategy and critical initiatives for the company: - Preparation of the MACC curve (Marginal Abatement Cost Curve), to prioritize decarbonization initiatives, including technical teams from each of the company's industrial complexes; - Drawing up a roadmap of recycling initiatives to enable an increase in the supply of recycled resin and a consequent reduction in plastic pollution; - redesign of the process for calculating the company's CO2 emissions inventory.• Innovation Management: project and R&D portfolio management, recommending better allocation of resources and expenses in each type of project. Support for the development and definition of critical program strategy.• Synergy Management and Operating Model: budgeting of the company's fixed costs, including challenges for recurring expenses and in-depth analysis of the organization, with expected savings of around R$100M in 2024.

Reporting to: VP Strategy and Innovation• Development of Braskem's multi-annual business plans, discussed and approved by the Board of Directors, including macro-economic projections and projections for each of the markets in which the company operates, analysis of competitors, discussions on strengths and threats and prioritization of initiatives to achieve the defined strategy and plans. • Structuring the spin-off of the Renewable Chemicals business and the company's Corporate Venture Capital fund. • Methodology and definition of the strategy for each of the company's business units.• Creation of an internal strategy consultancy, advising the business units on various projects over 3 years.• Reorganization of the company's macro-structure, moving away from a decentralized structure, valuing business integration.

Reporting to: COO in Sweden• Responsible for the launching and management of operations in Brazil, involving preparation of the 2016 budget and five-year business plan, as well as responsibilities for revenue, profit, cash and quality. Defining channels and commercial strategies, including pricing policies and revenue share negotiations.

• Leading the project team in interactions with the top management of large national and multinational groups in various sectors, such as oil and gas, fertilizers, agribusiness, aviation and retail.• Participation in M&A strategy projects, company integration (PMI), performance improvement programs, cost reduction, organizational diagnosis and restructuring and international strategy.

• Business management in Latin America: Dow Water Solutions and Performance Fluids.

• Management of a large portfolio of clients in the petrochemical industry in South America, achieving 200% of the sales target in 2006.

• Development of a business strategy for the implementation of a new distribution network for a line of consumer products (window films).

• Responsible for development and technical support of polyurethane systems.