• Responsible for managing the Project Management, New Product Development and Mold Development teams. Leading 1 manager, 2 heads and 20 employees, reporting to the Company Technical Director.• Implementation of a Project Management Office (PMO) to map processes, define methodologies, tools and documentations for project management, based on PMI and PMBOK good practices.• Definition of KPIs, Steering Committees and projects reports to the Board.• Management of projects for the development and launching of new products for applications on civil construction tools market (manual and electrical ceramic tile cutter machines, plastic tile levelers).

• Responsible for managing the Product Development, Innovation and Project Management teams for home appliance and commercial refrigeration glass items. Leading a team comprising 1 manager and 10 employees, reporting to the General Director in Brazil, to the Head of Product Development in the Czech Republic and to the Global Sales and Innovation VP in Germany.• Implementation of new roles in the team (Application Engineer, Product Development Engineer and Project Leader), focusing on team technical specialization, deepening competencies and market knowledge by visiting clients and benchmarking competitor products. • Collaboration with local and global Sales, Marketing, Logistics, Procurement, Quality and Manufacturing Teams, to align strategy, local portfolio management and build-up new products launch roadmap.• Application of internal Schott methodology for Project Management (based on automotive APQP). Team qualification on Project Management techniques to manage backlogs, improve product and technical documentation quality during development. Monthly reporting to Directors in Germany and the Czech Republic.

• Responsible for the implementation and structuring of the new Shared Service Center (SSC) for Engineering and IT services (back-office, service-desk, field services, information security, quality, projects, technical product documentation, CAD/CAE, vehicle calibration and testing). Leading a team of 3 heads and 150 employees, reporting to the VP of the Division in Brazil.• Planning and execution of a 5-year strategy, focused on Growth through constant engagement with internal customers to map new business opportunities.• Development of team competencies in order to improve service levels and client satisfaction through goals and objectives (OKR) deployment, mapping gaps and managing projects via Kanban.• Department P&L Management, increasing services revenue from 0,3MioBRL/year to 17MioBRL/year during the period.

• Responsible for developing LATAM automotive aftermarket products (OES and IAM). Leading a team of 12 employees, reporting directly to the Division Engineering Director in Brazil and the LATAM Aftermarket Marketing Director. Direct interface with the global product development team in Germany.• Benchmarking of competitor products. Managing customer requirements. Defining product certification tests. Audits from clients and external certification agencies (INMETRO – Brazilian Weights and Measures Agency). Improvements on products for cost reductions.• Management of projects for New Products launches using traditional (waterfall) and agile (Kanban) methodologies.

• Responsible for managing sensor, ignition and vehicle air-admission product lines. Leading 4 employees and reporting to the Business Unit Director in Brazil and the Global Marketing Manager in Germany.• Development of regional B2B product strategy focused on Growth. BSC (Balanced Score Card). Mapping customers leads such as FIAT, VW, Ford, PSA, Renault and Honda. Price level management and quotation of new products. Monitoring of competitors, market requirements and trends. Product Lifecycle Management (PLCM).• Price Breakdown. Support on negotiations with customers for price adjustments.• Strategic Annual Plan elaboration, worth BRL 250 million, with 10 local production lines and a portfolio of over 40 national and imported products. • Business Case preparation to localize product lines and increase company competitiveness.• Frequent trips to Germany to discuss and align business strategies as well as report ongoing results and projects.

• Utilization of quality tools such as FMEA, 8D, Ishikawa, 5W1H, PDCA, Kaizen, CEP, and 6-Sigma to resolve/prevent failures and reduce costs.