Operations Manager at Pátio Dahruj Viracopos - the largest new vehicle yard of the Dahruj Group, currently handling BYD and soon to include Jeep, Fiat, RAM, and Nissan brands.Key responsibilities include: receiving vehicles from the manufacturer, safe storage, management of third-party services (accessories), inspection, preparation, and logistics for delivery to dealerships.Committed to driving operational efficiency and ensuring the highest level of customer satisfaction, both internally and externally. This includes strict adherence to quality standards and timely delivery.

(Medium-sized, family-run Brazilian company, the leading manufacturer of rigid and foam polyurethane parts for cleaning, maintenance, and calibration of pipelines in Latin America)Managed the pig and accessories manufacturing unit, leading a team of 25 individuals across Production, PPC, Purchasing, Process, Quality, and Safety, in addition to overseeing the execution of Special Projects.➤ Enhanced plant management professionalism by introducing production and cost controls, along with managerial indicators, raising standards in production, quality, costs, and deadlines. - Estimated a 14% increase in the plant utilization level through the study and implementation of chrono-analysis/VSM/layout changes in collaboration with SENAI. - Reduced waste disposal costs by 88%, ensuring environmentally responsible practices. - Achieved approximately 30% reduction in plant electricity costs through a conscious consumption campaign (lighting and curing ovens) and the replacement of conventional bulbs with LED.➤ Improved Health and Safety conditions, ensuring compliance with current safety regulations (NR10/11/12/26), promoting the use of PPE, and dismantling the overtime culture.➤ Start-up of a dosing machine (CAPEX > R$500k, idle for over 1.5 years), mediating disputes between suppliers (equipment and raw materials), and introducing a line of non-toxic products to the market.➤ Responsible for the manufacture of Caps and Plugs in two pioneering projects in Brazil in partnership with a Norwegian company (IK Group) for subsea operations (offshore) and pipeline decommissioning and cleaning.

As a consultant, my aim is to help organizations to improve their business performance through better processes and more engaged people. For this, I employ a wealth of knowledge and experience in many different Quality tools and methodologies acquired in more than fifteen years of professional background in several types of processes and managerial positions.My modus operandi includes:- a cross-functional and process approach in order to foster a culture of Quality improvement across all levels of the company, from top management to shop-floor.- tailor-made solutions according to the goals and maturity level of the company.Services portfolio:- Quality Management System implementation and improvement in compliance with ISO 9001:2015 requirements- Transition from ISO 9001:2008 to ISO 9001:2015 standard- Gap analysis- Process mapping, development and improvement- Strategic planning and performance measurement- Team building (facilitators, representatives and multipliers)- Support for internal audits and management review- Support on issues related to Lean Manufacturing and Six Sigma principles, World Class Manfacturing (WCM), customer satisfaction, key performance indicators (KPIs), risk management, policy deployment (Hoshin Kanri), change management, continuous improvement, problem solving, stakeholder management, SWOT analysis, PDCA, 5S

I offer technical consulting in refractory dry-out and heat-up services and thermal engineering for most industries. I have 6 years of experience at the helm of the technical engineering of more than 500 industrial services performed by the leading company in this segment in Latin America, among more than 1500 technical proposals submitted under my guidance and approval.I employ my experience and analytical skills to provide economically viable solutions, incorporating historically proven technical procedures, best practices and continuous improvement. I work on risk assessment, anticipating situations and enabling the necessary actions to eliminate or mitigate problems. Combined with a good communication strategy, this helps ensure the project is completed within budget and schedule, resulting in a higher quality and safety service.Services include:- Support in the preparation of technical proposals, including the evaluation of technical specifications and drawings, resources planning (staff, equipment & utilities) and detailing the scope of activities- Technical visiting- Developing technical procedures, including equipment layout sketch- Acting as a liaison between contractors, clients, and project stakeholders- Working as technical interface and on-site company representativeMain industries and equipment served:- Steel: reheating furnaces (batch, pusher, walking beam/hearth, rotary hearth); blast furnaces & peripherals; hot stoves; etc.- Glass: controlled cooling & heating; draining; contraction & expansion control; cullet filling; thermal cleaning of regenerators (float, end-port and side-port furnaces)- Non-ferrous: alumina calciners, melting and holding furnaces; rotary, electric, reverb and flash furnaces- Cement: tower (cyclones, calciner, etc.); cooler & head; silos; mill heating- Petrochemical: fired heaters, furnaces and reformers; FCCU and flexicokers; SRU; etc.- Mining: pelletizing furnaces; rotary calciners- Boilers: CFB; HRSG; etc.

Leadership of concurrent strategic projects for industrial equipment upgrades: ● Retrofit of 02 Ladle Preheating systems - Ternium' Steel Melting Shop – Rio de Janeiro/RJ. ● 04 Torpedo Car Heating stations – Gerdau – Ouro Branco/MG.- Multidisciplinary team building and management, integrating E&D, supply chain, planning and execution areas (fabrication, installation, commissioning and documentation), involving civil, mechanical, electrical and automation.- Customer relationship (management and technical-operational team).- Cost, budget, acquisition and supplier management. Project planning, scheduling and follow-up.➤ Successfully met the client last-minute change request that brought forward the project deadline by 70% (along with extra client labor and within quality and safety standards, saving costs and improving margin).

Managed the main Business Unit – Spot Services (57% of revenues and 62% of the overall contribution margin [CM] in 2016) – including Operations, Process Engineering, Maintenance, Logistics, Safety and Quality departments (leading a team of around 20 administrative staff and 50 multi-location technicians/operators).➤ Increased the segment’s CM ratio by 26% through restructuring and turnaround management, especially:- reducing direct labor cost to net sales ratio by 25% (~R$1M cut), eliminating redundancies, adjusting headcount according to demand and improving team efficiency and flexibility by intensifying training (2x the previous year) and spreading best practices;- reducing freight costs to net sales ratio by 22% (~R$160k cut), getting Logistics involved earlier in the service planning and rationalizing the use of own and outsourced fleet.➤ Reduced indirect labor costs by 46% (~R$845k cut) through downsizing strategies, including the restructuring of support areas, highlighting:- fostering efficiency and productivity by not only reducing headcount (gradually up to 50%), but also merging functions, redesigning tasks and prioritizing those with greater added value;- training technicians/operators to perform equipment maintenance in the period between services;- ensuring effective scheduling of maintenance activities and outsourcing at peak demand periods.Headed the technical engineering of services, from the proposal and planning stages to the post-service processes, including risk analysis, budget and schedule compliance, action plans and lessons learned.Provided leadership and ownership in promoting the culture of quality and safety as values.Performed vertical and horizontal analysis of financial statements and management reports, using them as important decision-making tools.Formulated and launched the 1st Employee Training Program, working along with HR, as well as guiding and empowering instructors.Minority Shareholder: Sep 2015 to Apr 2017

Supervised the preparation of technical proposals, procedures and databooks, including the evaluation of technical specifications and drawings, resources planning (staff, equipment and utilities), equipment layout and detailing the scope of activities.Responsible for the Quality "area" and maintaining the QMS (as of Jan 2014), coordinating the company’s team of facilitators, action plans and improvements. Initiated a process of cultural change, assigning to Quality a more strategic and decentralized role.Accomplishments:➤ Increased team productivity and department efficiency:- Improved the average lead time of technical proposals by 50% (from 4.4 to 2.2 days) and reduced dispersion by 70% (resulting in 5x capability improvement).- Doubled the average monthly number of proposals per employee.- Reduced annual department labor costs by 70% (from $900k to $270k). ➤ Raised external customer satisfaction score from 8.4 to 9.1 out of a possible 10 (achieving a survey response rate of 98.5%).➤ Technically defended the company against claims, avoiding +$1M in damages for equipment repairs, downtime and lost profits after proving they were unfounded.Fostered a culture of knowledge sharing, promoting peer-to-peer and on-the-job training, encouraging feedback and questions, combining theory with a hands-on approach.Organized the department to act as a central repository of knowledge or project memory, compiling information collected in daily follow-up with technicians/operators and also long-term project developments, including documentation, best practices and lessons learned.Strengthened the relationship with the commercial and operational processes, solving interface issues.Attended technical visits and meetings.(also Minority Shareholder as from Sep 2015)

Thermojet is the leading LatAm provider of Thermal Engineering services, including refractory dry-out, heat-up and cooling of industrial equipment for Steel, Non-Ferrous, Mining, Pelletizing, Glass, Cement and Oil & Gas industries.Hired with the challenge of succeeding the Engineering Manager (also one of the company’s founders) in 03 years due to his plan to retire after 30 years of experience and dedication. Assumed his place after two years, when he decided to anticipate his retirement. Coordinated a team of young engineers in the preparation of technical proposals, procedures and databooks, including the evaluation of technical specifications and drawings, resources planning (staff, equipment and utilities), equipment layout and detailing the scope of activities.Implemented KPIs and prioritization criteria that supported the routine management, increasing team engagement and productivity.Responsible for the quality management system (QMS) of the process engineering department, and member of the company's facilitators group.Attended technical visits and meetings.Participated in on-site services as part of the on-the-job training, also acting as a representative at daily follow-up meetings with the client (including in English).Customers served: Anglo American, Gerdau, Vale, Vallourec, ArcelorMittal, Latasa, VSB, Wheaton, ThyssenKrupp, Votorantim, Usiminas, Petrobras, CSN, Guardian, Klabin, Alcoa, Cebrace, industry in general.

Heat Treatment➤ Spearheaded a paradigm shift in the industrial management of the Heat Treatment (HT) plant that resulted in:- a 70% improvement in OEE (Overall Equipment Effectiveness), saving around US$1.5 million in the last two years (excluding natural gas).- a 50% reduction in natural gas consumption (-US$425k/last 2y), achieving the best energy efficiency (Nm³ NG/t steel) among all the company's HT plants.- a 91% reduction in the rework rate (from 5.3% to 0.5%).- an 18% increase in OEE Performance due to a 50% reduction in tempering soaking time.Determined the optimum production sequence in terms of productivity and efficiency, considering the characteristics of each product and the deadlines informed by Planning.Optimized the manufacturing parameters of each product by creating regression analysis models that correlated the process variables and the steel heat analysis (chemical composition) to the mechanical properties results.Devised and supervised the implementation of an algorithm for the automatic control and separation of production lots of heat-treated pipes according to the process variables, drastically reducing internal logistics and ensuring compliance with the requirements of the API 5CT standard.Strengthened the relationship with the Operations, Maintenance, Logistics and Quality (Laboratory and Metallurgy) staff, (respectively) acting decisively in: - improving the operational control of the temperatures in the HT furnace - reducing the start-up and stop times and controlling air/gas ratio- effectively organizing the pipe yard (before, during and after the process)- increasing readiness for sample tests and results, and- performing root cause analysesPrepared and conducted presentations and training sessions at internal and external events.

Coating – Tenaris ConfabAs of April 2010, I also provided technical support to TenarisConfab's coating plants (given my background at Socotherm), working on the definition of process parameters, monitoring quality indicators and preparing work instructions, procedures, technical quotations and failure analysis.

Heat Treatment / Threading – Tenaris ConfabResponsible for the manufacturing processes of the Heat Treatment and Threading plants (Finishing Operations) for the OCTG market, assuring fulfillment of the quality and efficiency standards and promoting a safe work environment. Main process: Heat Treatment (Austenitizing, Quenching, Tempering and Normalizing), Straightening, Full Length Ultrasonic Inspection (FLUT), Threading of API and Premium pipes/couplings, Hydrostatic Test, Phosphatizing, Magnetic Particle Inspection (MPI) and Coupling Make-up.Created, updated and implemented procedures, work instructions and process parameters, ensuring their adequacy and supporting safety, productivity and quality.Performed daily tracking of quality indicators and conducted promptly failure analysis and improvement actions, reporting and monthly presenting them to the Board.Participated in conferences and benchmarking/gap analysis studies, and kept communication with company's international experts, sharing knowledge and best practices.Worked closely with Product Engineering in the development of new products and preparing mill capability studies for OCTG products.Informed the manufacturing parameters and answered technical queries as part of the Request for Quotations process.Responsible for the quality management system (QMS), including controlling and responding to internal and external non-conformity reports and conducting root cause investigation and failure mode effect analysis (FMEA).Idealized, coordinated the development and implemented a SPC system for the Full Length Ultrasonic Inspection (FLUT) applying fundamentals of agile mindset / scrum framework, allowing quick access to a useful and reliable database of defects.Implemented the company's new global documentation system at the Finishing plants, including user training.Trained and supervised three new Global Trainees and an Intern during the period.

ThreadingIntroduced transparent and objective criteria for the quality monitoring and control, bringing to light previously neglected problems (80% of total) and addressing failure analyses and process improvements.Conducted FMEA studies on thread defects (such as black-crest and the like) related to dimensional characteristics of the pipe ends (ovality, straightness and outside diameter), involving ERW and SAWL process owners, promoting a better dimensional control of critical products, such as Ø7 "BTC and Ø20" TER, resulting in a reduction in rejection from, respectively, 3.4% and 2.4% to 1.6%.Idealized, coordinated the development and implemented a SPC system for the thread inspection and statistical process control, which allowed quick access to a useful and reliable database, ending the era of paper.The project lasted 3 months, and used fundamentals of agile mindset / scrum framework. I also had the role of Product Owner, and a Global Trainee from the IT area was the Scrum Master and Developer. Different areas were involved: Production operators, inspectors and supervisors, Quality Assurance auditors, IT hardware and software staff, and Management.➤ Established preventive and predictive maintenance routines for insert replacement based on control and analysis of the historical data collected by the SPC System, reducing downtime and rejection due to tool breaks, saving about US$75k p.a..➤ Improved the quality indicators of the main product ranges, reducing the average rejection of threads in pipes by 43% (from 1.7% to 1.0%) and in couplings by 17% (from 0.6% to 0.5%), saving about US$35k p.a..

Coating – Socotherm Brasil / Tenaris ConfabCarried out industrial engineering analysis and operational information management, working on the continuous improvement of Socotherm's coating processes/plants performance.Developed the annual industrial budget for Socotherm plants, including information on operating costs (direct labor, manufacturing overhead), production forecast, headcount, safety goals, investments, and setting production KPIs targets (availability, performance, quality, changeovers, setups, breakdowns) according to the company's global criteria.Prepared management reports on manufacturing KPIs, consumption of direct materials and manufacturing costs of each plant, applying OEE metrics and variance analysis (actual vs budget/std), presenting them in monthly meetings with the Board.Conducted benchmarking studies across Tenaris plants, identifying best practices.➤ Analyzed the leading causes of downtime, resulting in improvement plans by the operational areas involved (downtime loss decreased by 17% at External and by 36% at Internal Coating).

Coating – Socotherm Brasil / Tenaris ConfabCoordinated all activities related to manufacturing control and continuous improvement for the anticorrosive coating processes in steel pipes (Multi-Layer Polyolefin [3LPE/3LPP], Fusion Bonded Epoxy [FBE], Polyurethane Foam [PUF], Flow Coat and Concrete [CWC]).Created, updated and implemented procedures, work instructions and process parameters, as well as conducted process audits on the shop floor to verify their compliance and obtain relevant information.Analyzed manufacturing standards and specifications and defined the estimated manufacturing parameters (standard productivity and availability, and consumption of raw materials and consumables) as part of the process of responding to Request for Quotations.Responsible for the quality management system (QMS) of the manufacturing department, including controlling and responding to internal and external non-conformity reports and conducting root cause investigation and failure mode effect analysis (FMEA).Performed daily tracking of key performance indicators (KPIs) and applied OEE (Overall Equipment Effectiveness) metrics.Acted in supplier development and testing of materials and equipment (wire brush wheel, pressure roll, pin brazing, concrete gunite machine, etc.).Trained and supervised a new Global Trainee and two Interns during the period.➤ Carried out a failure analysis study for an out-of-specification product batch as well as prepared a particularly special technical report based on the acceptance testing performed, which validated its fitness for purpose by the end user, avoiding a loss of more than one million dollars.➤ Achieved savings of around US$425k (-1.4%) in the consumption of raw materials for internal and external coatings (between Jul 2006 and Feb 2008), through the daily commitment to the optimization of production parameters.

Coating – Socotherm Brasil / Tenaris ConfabI joined the Tenaris Global Trainee Program (GTP) and was assigned as a Process Engineer at Socotherm Brasil, which at that time was a 50:50 joint venture between Tenaris Confab and Soco-ril Argentina, part of the Socotherm group (Italy).According to the GT Program, a job rotation should take place during the 2-year period, but my case was different. I performed the functions of Process Engineer and Industrial Engineer simultaneously, reporting to the Manufacturing Manager at Socotherm and the Industrial Engineering Manager at Tenaris Confab, respectively.➤ Although it considerably increased my working hours, working simultaneously with two bosses of very different functional areas and organizational cultures was a unique experience that greatly accelerated the learning curve at the beginning of my career. It broadened my vision of the business and my ability to conflict management and prioritizing tasks.➤ The GTP also included a month-long Induction Camp in Argentina, where my performance was ranked among the best 10% in a group of about 50 newly hired GTs from different countries. We interacted in a multicultural English-speaking environment, working as a team and learning about the company's fundamentals and organizational culture.

Implementation project for an authorized Ely Chemical Company distributor in Brazil (non-destructive testing [NDT] products - Liquid penetrants and magnetic particles)➤ Carried out a study on the Brazilian market of NDT products, including: Segments and Applications, Companies, Technical Standards, Competitive benchmarking and Scenarios.- Data gathering and analysis for the Business Plan.- Pricing and calculations for the landed cost of the imported goods.- Tax Classification of Goods.- Translation and conversion of Material Safety Data Sheet documents (MSDS) and product specifications to the Brazilian standards (ABNT).- Participation in fairs and events.- Visited customers and companies in the sector.

CITEC - Technological Information Center- Answered Technical Queries from SEBRAEtec program customers.- Performed searches in technical databases, standards and patents.- Customer service.- Attended the “Technological Innovation & Applied Technologies in Supply Chains Show and Forum (BRASILTEC)”.