As the Executive Director of Brazil's subsidiary, shape the strategic direction and operational success of our organization in Brazil and Latin America is pivotal. Oversee all aspects of our activities, ensuring alignment with our global mission while adapting to the unique dynamics of the Brazilian business landscape. Development and execution of a comprehensive business strategy that capitalizes on market opportunities, drives growth, and enhances our brand presence.Oversee day-to-day operations, optimizing processes, managing resources, and ensuring that we operate efficiently and effectively to meet established objectives. Accountable for financial management: planning, budgeting (P&L), and performance. Analyzing financial data and making strategic decisions to reach financial health, sustainable growth and maximizing profitability. Building and nurturing relationships with local stakeholders, including clients, partners, government agencies, and community members, is a priority. Effective communication and collaboration foster mutual success.Provide leadership, mentorship, and direction to our staff, fostering a positive work culture that encourages innovation and continuous improvement. Ensure our compliance to Brazilian laws, regulations, and industry standards, mitigating risks and upholding ethical business practices as part of our governance. Identifying growth opportunities (business development), forging partnerships, and exploring expansion prospects are central to my role. Regularly assessing our performance against KPIs allows me to make informed decisions and adjustments to achieve optimal results. Respond to challenges, navigating through uncertain times by making critical decisions, communicating effectively, and implementing strategies for resolution. As the main executive in Latin America, lead our team to achieve outstanding results and contribute to expanding our footprint in the global marketplace.

Was responsible for the Maintenance Business Unit and for analyzing the risks of the operation.Led various departments: Maintenance (Production), Engineering, Quality Assurance, Commercial (Sales, Customer Support, Billing), Special Projects, Production Planning & Control, Purchasing, Logistics, Import, Export, and Supplies.Defined and monitored the unit’s budget planning (revenue, expenses, EBIT, margin, and KPIs).Managed conflicts with clients, authorities, and employees in order to ensure a relationship chain for building a sustainable business.Developed new business plans and defined the strategic planning for the unit.Increased the results above organic growth in the last two years through a rigid program of operational and financial targets, motivating employees to reach them while developing new products and services to increase revenue.

Led the technical and financial management of an assets worth more than US$ 100 million corresponding to the fleet of executive aircraft for rental (helicopters and airplanes) of AVX, which belonged to the EBX Group.Was the technical person giving an account to the aeronautical authorities and to CREA.Provided support to the departments and companies part of the EBX Group in matters of aviation. Had direct contact with the manufacturers, suppliers, and aeronautic authorities in order to meet their requirements and expressed needs.Negotiated with the mechanic shops providing services and materials.Defined and controlled the fleet’s budget planning so as to monitor and meet the cost targets. Was responsible for ensuring maximum availability of the aircraft in a safe and airworthiness manner.Defined and monitored the area’s budget planning with strict cost control.

Managed the areas of selling maintenance services and parts, providing customer service and support including invoicing and billing. Was the commercial person responsible for the maintenance business unit of TAM Executive Aviation, reaching the Revenue, Costs, Margin, and Customer Satisfaction targets.Managed the areas and resources related to aircraft maintenance and its components: planning, production, tools, materials, labor, hangars, and mechanic shops in order to manage productive capacity, reaching deadlines, productivity, costs, and profitability targets that included the main base in Jundiai and the other maintenance bases across Brazil.Had direct contact with manufacturers, suppliers, aeronautical authorities, and approval bodies in Brazil and abroad (ANAC, FAA-USA, DGAC-Chile, DNA-Argentina, CETESB, IBAMA, etc.) in order to meet the legal requirements.Had direct contact with clients during maintenance and after-sales.

Managed corrective maintenance activities for clients and the company’s fleet, coordinating the teams for the ready service.Provided technical training and instructions to the staff for them to better perform their services, keeping the group up-to-date on aircraft technical specifications, systems, equipment, as well as constant technological innovations.Made sure that the quality of the services provided reached a global standard of excellence.Ensured the development and motivation of the subordinate team (approx. 90 employees) through participatory management, training programs, and improvement of teamwork.Increased sales in the maintenance business unit by 30% (2007-2008) and 20% (2008-2009) while increasing the EBTIDA of the same business unit by 40% (2007-2008) and 20% (2008-2009).Implemented new commercial and financial policies in the maintenance business unit.Coordinated the move of the maintenance hangar from São Paulo to Jundiai.Approved new aircraft models and components (new products): King Air, Sovereing, Hydrostatic Testing, Paint Shop, and new capabilities of other diverse components.Developed and implemented the Planning & Control area in Production.Developed and implemented a new service management process in order to make it more agile and meet the new reality of the company’s demand, including a starting methodology and routine of measuring performance of productivity, deadlines, quality, and costs.

Managed the revision production line (checks C and D) of Fokker 100 aircraft (TAM fleet) and did special maintenance services on other types of aircraft, including those of third parties.Implemented the technical tasks of the re-delivery process of the Fokker-100 aircraft to the Lessors in accordance with the leasing contracts and the European quality standard EASA-145.Negotiated with the Lessors on the contractual differences raised during the return process.Optimized the area’s productive resources in order to reach the deadlines and quality and cost targets stipulated by the company.Led and motivated subordinate teams, totaling approximately 120 employees.Was the technical person responsible for the release of aircraft after their maintenance, signing aircraft airworthiness documents for the aeronautical authorities.Returned 50 Fokker 100 aircraft to their respective Lessors within the deadlines and quality standards negotiated with them and defined by the company.Developed and implemented the production system in maintenance cells for Fokker-100 aircraft, optimizing the delivery time of aircraft, moving from one aircraft/month to one per week.Implemented a Routine Management Model, reducing the downtime of aircraft under maintenance and production costs by 20%, which consolidated a results management model in the area.Certified the maintenance production line for Fokker-100 in compliance with the European quality standard JAR-145 (EASA).Carried out the first services on third-party aircraft at the TAM São Carlos unit.Provided technical support to the productive areas of the São Carlos Industrial Unit, solving the technical problems encountered during preventive maintenance.

Contacted the manufacturers and suppliers requesting technical answers.Developed devices and processes to increase productivity, improving quality and reducing the costs of the services performed.Approved and certified new products.Gave instruction and training to mechanics in the aircraft maintenance areas.Certified the São Carlos base in maintenance of Airbus A330 aircraft, nationalizing the checks C and D of this aircraft model, which were previously done in France, reducing the company’s maintenance costs.Participated in moving the maintenance shops from São Paulo to the new base in São Carlos.Analyzed the technical modifications (service bulletins/airworthiness guidelines) on the aircraft and its suggested or even mandatory components by suppliers and/or aeronautical authorities.Developed and approved structural repairs on aircraft and/or its components.Contacted manufacturers, suppliers, and the aeronautical authorities.Provided technical support to the production areas of aircraft and component maintenance.Was responsible for customization and approval with the aeronautical authorities of the Airbus A330 Aircraft Maintenance Plan.Developed new suppliers in order to reduce costs and improve quality.Reduced maintenance costs by developing and nationalizing repairs in TAM’s own mechanic shops.Worked together with the structural mechanics in order to raise the technical level of the employees in this sector.

Coordinated the tasks to monitor the technical reliability of the equipment of the company’s fleet.Was responsible for issuing the reliability reports for each aircraft model operated by the company, which was sent to the areas involved, the aeronautical authorities, and to the manufacturers.Analyzed the data issued in the reports with proposals and actions for improvements to the areas.Developed and implemented the Reliability area under Quality Assurance Management.Created routine monitoring of the technical problems of aircraft and its fleet components in order to increase the number of flights.