FraKtalo 21 believes that clarity creates meaning. We are a consulting company that studies, prospects and develops markets and processes, analyzes industrial investments, represents companies commercially, both in Brazil and abroad, and whose mission is to create satisfaction, wealth and cooperation in the environments in which it operates.We trust that collaborative thinking can be the main drive in any human activity.

• Repositioning the business to the company's largest historical market share in the rail and foundry markets, accounting for over 70% of the company's production in 2018.• Performance in quadrupling sales in 2016 compared to 2015 and further doubling sales in 2017 compared to 2016, even at a time of 35% reduction in these markets.• Increased internal business representativeness to 29% (2016-18) of the company's total sales, compared to a record of 5% (2015), by strategically… Show more • Repositioning the business to the company's largest historical market share in the rail and foundry markets, accounting for over 70% of the company's production in 2018.• Performance in quadrupling sales in 2016 compared to 2015 and further doubling sales in 2017 compared to 2016, even at a time of 35% reduction in these markets.• Increased internal business representativeness to 29% (2016-18) of the company's total sales, compared to a record of 5% (2015), by strategically approaching large clients, opening new markets and businesses.• Responsible for a portfolio of over 40 clients and prospecting for new projects, never before consulted, representing 41% of all firm Commercial Proposals (2016-17).• New Customers, never before converted into sales: 43% of the segment's Sales Portfolio (2016-17).• Leadership of Market Studies and Strategic Planning for the Foreign Trade, Railroad and Foundry areas, focused on market assessment, culture, logistics, SWOT analysis, mitigation plans to fluctuations in demand and exploration of trends and scenarios. (2015-18). Show less

• Responsible for business unit with average annual sales of R $ 70MM and teams of up to 400 people, including Production, Maintenance, Engineering, Quality and Planning. • In charge of restructuring of the Railcar Manufacturing, focusing on the manufacturing organization (Lean Manufacturing) and leading the middle management to the financial result of the projects. After 4 months, all the middle management, once worn out, became an example of organization and result to be pursued… Show more • Responsible for business unit with average annual sales of R $ 70MM and teams of up to 400 people, including Production, Maintenance, Engineering, Quality and Planning. • In charge of restructuring of the Railcar Manufacturing, focusing on the manufacturing organization (Lean Manufacturing) and leading the middle management to the financial result of the projects. After 4 months, all the middle management, once worn out, became an example of organization and result to be pursued throughout the company. The projects' final operating margin was 23%, against a budget of 19%.• Focus on rapid changes in the first 3 months of operation: Increase productivity 17%, reduce operating cost 13% and implement Lean Manufacturing. • Leadership focused on the implementation of Lean Manufacturing, Six Sigma, Discipline and Operational Predictability, Value Added Maps and Continuous Improvement programs.• During the period there was not a single work accident. Show less

• Leadership in the commissioning and startup of a plant, focused on reducing the learning curve, guaranteeing operational stability, guaranteed deliveries, manufacturing organization and implementation of cost control and planning. Operating Margin in the first year was 4% (Budget: Breakeven), in the second it was 11% (Budget: 6%) and in the third it was 38% (Budget: 20%) (2012-2014). • Conduct of Strategic Alliance with multinational company of the mining supply chain: Chile… Show more • Leadership in the commissioning and startup of a plant, focused on reducing the learning curve, guaranteeing operational stability, guaranteed deliveries, manufacturing organization and implementation of cost control and planning. Operating Margin in the first year was 4% (Budget: Breakeven), in the second it was 11% (Budget: 6%) and in the third it was 38% (Budget: 20%) (2012-2014). • Conduct of Strategic Alliance with multinational company of the mining supply chain: Chile (2016-14-13). • Invited lecturer at the Mineiro Meeting of Production Engineering at UFJF, Technical Patent Owner and Promoter of the connection between University and Company.• During the period there was not a single work accident. Show less

• Responsible for business unit with average annual revenues of around R $ 400MM and team of 400 people, including Production, Maintenance, Engineering, Quality and Planning.• Focus on rapid changes in the first 3 months of operation: Increased production by 33% and increased utilization and efficiency of equipment by 20%.• Leadership focused on the implementation of Discipline and Operational Predictability, Value Added Maps and Continuous Improvement programs.

• Rapid rise to managerial level from trainee engineer to railroad business unit management, reporting directly to the company president in less than 6 years (2003-09).• Railway Wheel Unit Management with direct responsibility for operating results, productivity, efficiency, EBITDA, etc., reporting directly to the CEO.• Responsible for business unit with average annual revenues of around R $ 300MM and a team of 500 people, including Production, Maintenance, Engineering, Quality… Show more • Rapid rise to managerial level from trainee engineer to railroad business unit management, reporting directly to the company president in less than 6 years (2003-09).• Railway Wheel Unit Management with direct responsibility for operating results, productivity, efficiency, EBITDA, etc., reporting directly to the CEO.• Responsible for business unit with average annual revenues of around R $ 300MM and a team of 500 people, including Production, Maintenance, Engineering, Quality and Planning.• Focus on rapid changes in the first 3 months of operation: Productivity gain 25%, operating cost reduction 22% and EBITDA margin increase of 12 percentage points. Show less

• Responsible for business units with average annual revenues of around R $ 400MM and a team of 1,200 people, including Production, Maintenance, Engineering, Quality, Supplies and Planning.• Merger of two plants in the 2008 crisis, including process inventory management, equipment transfer, union negotiations and complete closure of the largest unit in less than 6 months.• Focus on rapid changes in the first 3 months of operation: Productivity increase 13%, reduction Overtime… Show more • Responsible for business units with average annual revenues of around R $ 400MM and a team of 1,200 people, including Production, Maintenance, Engineering, Quality, Supplies and Planning.• Merger of two plants in the 2008 crisis, including process inventory management, equipment transfer, union negotiations and complete closure of the largest unit in less than 6 months.• Focus on rapid changes in the first 3 months of operation: Productivity increase 13%, reduction Overtime 80% and operating cost 8%.• Leadership focused on the implementation of Discipline and Operational Predictability and Continuous Improvement programs. Show less

• Escalado pelo CEO ao cargo de solucionar problema grave de entrega na linha do principal cliente, gerando insuficientes fretes aéreos semanais que corroíam imagem, negócios, margens e clima ao longo de 5 meses. Com estudo de restrições e reorientação de causas, a linha foi posta em marcha normal em 2 semanas, a produtividade aumentou em 85% e as horas extras se reduziram em 70% com 2 meses e as reclamações de cliente reduziram-se em 88% com 3 meses.• Responsável por unidade de negócio… Show more • Escalado pelo CEO ao cargo de solucionar problema grave de entrega na linha do principal cliente, gerando insuficientes fretes aéreos semanais que corroíam imagem, negócios, margens e clima ao longo de 5 meses. Com estudo de restrições e reorientação de causas, a linha foi posta em marcha normal em 2 semanas, a produtividade aumentou em 85% e as horas extras se reduziram em 70% com 2 meses e as reclamações de cliente reduziram-se em 88% com 3 meses.• Responsável por unidade de negócio com equipe de até 150 pessoas, entre Produção, Manutenção, Engenharia, Qualidade e Planejamento.• Condução de Missão Técnica de 1 mês para solucionar problema do cliente na filial norte-americana. Show less

• Responsável pelo estudo de restrições, elaboração conceitual, defesa dos investimentos (payback), instalação, startup e comissionamento de linhas de produção com a finalidade de dobrar a produtividade e equilibrar fluxos de processo. Todas as linhas geraram resultados superiores ao orçado (>25%) com retornos 30% abaixo do tempo previsto.• Responsável pela implementação de mais de 25 Projetos Lean Manufacturing e Seis Sigma.• Liderança de Missão Internacional de 1 mês em… Show more • Responsável pelo estudo de restrições, elaboração conceitual, defesa dos investimentos (payback), instalação, startup e comissionamento de linhas de produção com a finalidade de dobrar a produtividade e equilibrar fluxos de processo. Todas as linhas geraram resultados superiores ao orçado (>25%) com retornos 30% abaixo do tempo previsto.• Responsável pela implementação de mais de 25 Projetos Lean Manufacturing e Seis Sigma.• Liderança de Missão Internacional de 1 mês em busca de Benchmarking Técnico com acionista norte-americano e parceiros tecnológicos nas cidades de Saint Louis, Chicago, Columbus, Alliance e Cleveland. Show less

• Liderança protagonista na implantação de Programa de Times de Alta Performance, patrocinado pelo CEO, com foco na integração gerencial e melhoria contínua dos processos.• Representante da companhia na maior feira quadrienal do setor (GIFA) na Alemanha.