- Responsável pela estruturação e gestão da área administrativa, financeira e de contratos.A implantação da gestão ágil e eficiente gerou, no primeiro ano, uma economia de 40% nos serviços contratados e redução de 44% na carga tributária referente aos repasses do grupo;- Criação e manutenção de DRE Gerencial para direcionamento de novas estratégias e cumprimento da política de Caixa;- Gestão da administração de Vendas e homologação de clientes e contas chaves;- Implementação faturamento, contas a pagar e a receber no ERP Oracle.- Implantação de relatórios gerenciais visando monitoramento e tomada de decisão estratégica.

- Responsável pelo engajamento da equipe, com impacto nos resultados diários;- Responsável pelo BID na contratação de agentes de cargas e despachantes aduaneiros;- Melhorias na comunicação entre áreas, aprimorando os embarques de exportação;- Otimização dos processos e reduções de custos em 20% da área de logistica;- Gestão acurada de bloqueios comerciais, melhorando o giro de estoque de acabados.

- Compras de Materiais Diretos (Importados) e indiretos- Gestão dos fornecedores internacionais localizados na Europa, Asia, EUA, Índia, atuando na redução de custos com a consolidação das cargas; e gestão do pedido no fornecedor ao recebimento.- Desenvolvimento de novos fornecedores, em concordância com as normas ISO 14000, 9001, IATF- Negociação de lead time, prazo de pagamento e preço;- Desenvolvimento de novos agentes de cargas para pequenos volumes, com preços de fretes atrativo reduzindo 20% dos custos e garantindo a formalidade do processo;- Implementação de gestão visual para departamento de PCP com relação ao planejamento enviado, evitando duplicação de pedidos no ERP.- Negociação de contratos de prestação de serviços, benefícios e peças de manutenção;- Saneamento do cadastro de itens de materiais indiretos (classificação de conta contábil / centro de custos/ NCM) gerando consistência fiscal e diminuindo retrabalhos no fechamento mensal.

-Created and implemented process and organizacional procedures to support company growth from $ 4MM to more than $10MM in annual sales (2005 – 2014)-Improvement of 50% in inventory turnover with actions as Sales campaigns, disassembly slow moving equipments, sales forecast accuracy, effective communication with sales department. -Development and implementation of analytical MRP report, facilitating the result view, avoiding mistakes in the purchase planing, improving delivery deadline.-Reduction of 50% in the logistics department, consolidating new Nat. and Int. partnerships and adjusting the box equipment size.-Significant performance in sales and profit growth, being a key person in the senior leadership team, which raised EBIT from -10% to + 11% supporting and executing strategies for growth and continuous improvement (management of KPIs). -Successfully managed two ERP projects from implementation to production, go live (Datasul 2011 / Oracle 2013).-Strong participation in the leadership of Hydro Systems Brazil relocation from SJCampos to integrate Dover's share service structure and BackOffice in Jundiai, overseeing the transfer of accounting, inventory, customer and supplier portfolio data, facing challenges on talent retention, new training, new hire, always looking for to minimize the impact on the relationship with the customer.-I lead the ISO 9001 certification process, reviewing and adapting the processes and procedures of the entire Dover Commercial area. Leverage internal sales department, after sales / SAC, increasing customer intimacy, and assuring KPI on non-compliance reports. -Direct impact on the On Time Delivery reduction from 70% to 96% due to excellence in the processing of the orders received plus assertive communication between PCP x Production x Shipment. -Conducted Internal and External Audits - Compliance

-Sales results increase by identifying and solving problems related to closing sales.-I implemented market and competitor’s research to prospect potential unexploited areas.-Developed and implemented Techniques and Negotiations Sales training for sales team, promoting awareness and engagement among employees.-Recycling of the product for all areas of the company due to constant changes in to the Health Insurance Law (ANS), promoting better interaction between departments.-Organized and presented of guidelines for management meetings.-Computerize and implemented the Telemarketing department, generating a better support to the sales team bringing a 10% of increase in the monthly sales.-Implemented administrative and financial routine, which contained monthly, quarter and annual reports causing the optimization of the interface between administrative and commercial departments.-I actively participated in all process of implementation of the CLT (Brazilian Labor Laws) of the commercial department increasing the motivation and increasing the sales figures in 30%.-Organized and participated in major events being responsible from the beginning of the negotiations to the layout of booth generating a great return on the awareness of the company and its products