Responsible for UTIS Brazilian operations plan, developing demand concept, technical assistance structure (after marketing), and structure to provide spare parts to Brazilian clients.The present UTIS conjecture results from the integration of a joint venture between ULTIMATE CELL and SEMAPA, in a mutual effort to create a strategic solution aimed at energy efficiency. The company invests in developing new technologies to improve energy efficiency.UTIS products and services make a clear contribution towards the European Green Deal and its 2050 goals (clear commitment to energy efficiency and decreasing the carbon footprint associated with fuel consumption, thus ensuring emission reductions of harmful gases and also contributing to reducing imports of petroleum products).Our technology is protected by an International Pending Patent under the Patent Cooperation Treaty (PCT) and within the framework of the World Intellectual Property Organization (WIPO) property of UTIS;

 Responsible for technical sales of equipment, parts and services, market analysis, and developed sales and operations plans (S&OP); Responsible for the company's business plan to provide support for the production, maintenance, engineering, Sales and Supply Chain sectors, to ensure suitable cost, quality and delivery lead time and reliability is maintained Backing of the board of direction and support to all departments in the improvement of processes; Diagnosis of plant operation and identification of faults in the production process; Lifting the cost of company through the audit entries, stock handling, raw material control, production Process and dispatched products; Economic feasibility analysis targeting higher profitability and break-even point definition; Elaboration of the company's restructuring project supported by the deployment of the business plan review, preparation of SWOT, definition of the organizational context, KPI's and unfolding goals; 2021 budget plan and planning to 2022; Results:  Sales increase 78% from 2020 to 2021; Reduction of the company's fixed cost;

Management of engineering, responsible for Projects of manufacturing plants and equipment, including installation, commissioning, startup, training, technical assistance and after-sales maintenance of plants and equipment provided by VLC, 35 direct employees; Manufacturing project management and Assembly: More than 150 plants and equipment for customers: CSN, Vale, Votorantim, International Paper, Suzano, Raízen, São Martinho, Guarani, Cutrale, Bunge, Cargill, Brazil Kirin and others:Definition of scope according to the supply agreement, schedule (physical and financial), defining the resources to manufacture and Assembly, acquisition of services and raw materials, monitoring of implementation, quality management, control and reporting of information, interface with suppliers and customers, commissioning, startup and performance assessment;Using PMBOK methodology (Project Manager Institute), within the requirements of the regulatory norms (NR10, NR12, NR 13, NR18, NR 33, NR35), focusing on safety, ensuring low level of incidents and always seeking the Elimination of risks of accidents in plants and equipment assembled. Monitoring of the manufacture of the equipment, structures, pipelines, infrastructure, electrical installation, painting and technical assistance; Management of teams : hiring own teams according to the needs of the project, performance monitoring, development and training.

 Responsible for the management of production and maintenance areas, 7 lines, 244 employees; Management of potting (beverages), supply of production lines according to the PCP and startup; Preparation and control of the budget (OBZ), aiming cost reduction; Maintenance management: through the performance indicators of the area (mean time between failures X mean time to repair X ensure of maintenance plan); Management of continuous improvement through quality tools (PDCA, 6 SIGMA, FMEA, DOE);  Management, training and development of teams; Total quality management of bottling lines following GMP and HACCP concepts. Results:  SIX SIGMA project management, which resulted in increased manufacturing productivity and reduced loss of inputs and raw materials in the production process; Increasement of manufacturing productivity through the identification of bottlenecks "V curve" and application of concepts "lean manufacturing", focusing on the availability and reliability of the equipment, reaching the production record in comparison to all the factories of the company;  OEE training for trainees and supervisors team of production that were starting in the company;  Team management that put the plant for the first time in its history among the finalists of the Manufacturing Excellence plan, consolidating the company quality management.