• Manages engineering design projects for mining and metals clients, in conceptual, basic and detail stages.• Portfolio management for LTA contract, for a large steel mill, involving multiple service orders, for site expansion and facilities upgrades.• By focusing on client needs, has achieved more than 30 contracts in 12 months.• Project planning and control, developing schedules and budgets, assuring timely deliveries within budgets. • Contracts administration and change management, and accurate services measurement and invoicing, to achieve goals in margins and profitability.• Leads teams and working processes re-organization, for effectiveness and avoiding losses.• Manager for a feasibility study for a new iron ore production site, involving the preparation of a Bankable Feasibility Study report, within NI43101 requirements. Project scope includes mine engineering, ore treatment plant, site infrastructure and logistics design.• Re-structured BIM services for detail design services, including the application of 3D data clouds scanning for existing installations and modelling all disciplines deliveries in an integrated environment.

• Leader for the Brazilian operation, accountable for the branch P&L, executing project engineering and construction management, with a team with over 150 specialized professionals.• Promotes new businesses and the relationship with clients in the mining industry like Anglo Gold Ashanti, Vale, Jervois, Kinross, and Aura Minerals.• Team leadership for conceptual and feasibility studies, including trade-offs and testing, delivering Capex and Opex reports, and financial analysis.• Extensive involvement with NI43101 reports for Gold and Iron Ore clients.• Upgraded the detail design services by introducing 3D, BIM, and 3D Laser Scanning methods.• Introduced EPCM, Commissioning and Construction Management services offering.• Champion for improving Safety and Environmental work practices within the organization.• In 2021, led the return to presential office work, to foster the company culture, but also improving the team motivation and connection with clients.• Promoted work sharing and integration with company offices abroad, in a way to upgrade local deliveries to global standards, enabling development opportunities to talented professionals, and increasing services portfolio and margins

Was responsible for the company creation, following the shareholders vision, building an organization and systems to improve construction management practices in Valmet’s EPC. Oversaw strategic planning, achieving important results and growth.Led the creation of a construction management methodology, for agile planning and execution, contracts administration, quality, materials and logistics, safety, and site administration.Put in place a project commissioning system, applying data management software, enabling reliable transitions between construction and ramp-up stages. Valpro teams have worked in large projects for CMPC, Klabin, Suzano, Cenibra, and BSC.

Oversaw the company engineering contracts portfolio for Mining, Metals and Logistics, leading a team of project managers team, working on minerals processing, material handling, railways, ports, non-ferrous metallurgical plants, and fertilizers projects. Those services consisted of multidisciplinary engineering design for feasibility studies, conceptual, basic and detail engineering. Managed FEL2 and FEL3 packages preparation. Average yearly revenues were around US$ 100 million.Worked on technical and commercial proposals for national and international clients.

Project Manager for the Lead Smelter project (US$200 million). Had full responsibility for the new Lead Operations planning, including business development, and relationship with the community and authorities. Oversaw Engineering, Planning and Controls, Finance and Construction Management. As the project was cancelled in 2008, led termination of all contracts close-out.Project Engineering Manager for the Zinc Recovery project (US$ 200 million), developing conceptual and basic engineering, the project execution plan and submission for authorization. (2006-2007)Engineering Manager (2004-2006): led the Engineering Department for the Juiz de Fora Zinc Smelter, managing a US$ 170 million portfolio of projects. Introduced Early Equipment Management (EEM) philosophy and FEL methodology for projects development and planning. Among his accomplishments, is a US$ 20 million Tailings Storage Dam, based on new environmental risk control technologies. The relationship with the community and the environmental agency was a critical factor in this project

Project Manager (1999-2002)Managed the new Powder Soft Drinks Plant project and led construction for a new Chocolate Plant. Engineering and Maintenance Manager - Kraft Suchard Brasil (1996-1998)Led a 90-people team in projects for capacity increase, cost reduction and outsourced manufacturing, reducing fixed costs and improving quality. Reduced manufacturing costs for and upgraded several product lines.Restructured the Bauru Plant maintenance and reduced utilities consumption. Organized maintenance programs and prepared the team for Total Productive Maintenance (TPM).

Working on the Louveira Project – consolidation of P&G plants in Brazil – led the new plant conceptual design, capitals investment estimates and financial feasibility analysis. Searched and selected properties for the new site and led the due diligence services. Managed engineering services for the new Diaper & Sanitary Napkin plants, specified equipment, participated in the selection of contractors and managed construction.In the Tamboré project, managed engineering activities, equipment procurement, construction, and commissioning.Was the project manager for plant relocations, like the Richardson-Vicks and Max Factor’s.

Hydraulic equipment, Flight Controls, Landing Gears, Brakes and Tyres maintenance shop technical assistance engineer.

Project engineer supporting desggign and fabrication for heavy equipment like pressure vessels and heat exchangers, for use in the Oil & Gas industry.