Strategic planning:• Developed business strategic aspiration (volume, market share and EBIT goals for Business Plan)• Developed Strategic Opportunity Analysis as an input to Business Plan and corporate strategy definition.• Development of business information for C-level executives (Stockholders, Board of Directors and Executive Comitee meetings). Business management model:• Responsible of monitoring the execution and compliance of Business Plan. Accomplishment of established goals of EBITDA and Net Revenues.• Responsible of monitoring the compliance of Business and CEO goals. Official input for corporate bonuses payment.• Responsible for postmortem/postlaunch analysis of new products in order to apply to future decisions. Project Management: • Led the Project Management Office for Strategic Initiatives, managing a portfolio of ~30 strategic and ~60 operational projects.• Established the Project Management Corporate Model aligned to PMI’s best practices; reaching a success rate >93%.

• Led strategic analysis as an input to Business Plan and corporate strategy definition.• Responsible of monitoring and control strategic metrics defined in Business Plan. • Responsible of continuous analysis of global business performance. Evaluation of financial KPI’s, market trends and operational performance for decision making.• Developed benchmark analysis between several Coca-Cola operation units to improve performance in the world’s largest non carbonated beverages production plant.• Responsible for post-mortem/post-launch analysis of new products.• Development of business information for C-level executives.

• Responsible for managing projects of ~208 MM USD (Net revenues) and ~2,500 units.• Developed management activities for the company’s flagship project, valued in ~1 BN USD. Responsible for pre-sales activities of Phase I, valued in ~22 MM USD. Reached 65% of sales before construction started.• Developed marketing and sales strategies, boosting sales up to 200%.• Responsible for the entire delivery process of units valued in ~15 MM USD in less than 6 months.• Established strategic relationships with financial entities (90% of project’s equity). Developed amortization strategies according to cash flow.• Decision making within internal and external cross-functional teams.

• Coordinate inbound logistics for parts and materials to assembly plants.• Responsible for route changes in transportation mode (air, sea and land).• Developed projects for optimizing routes and minimize transportation costs. Reached savings for 7.9 MM USD in 2009 (FY).• Built strategic relationships with suppliers. Coordination of Chrysler’s requirements and Suppliers’ capacities.• Developed negotiation activities for railway transportation services for 3 MM USD.