• Responsible for planning and managing the Capex of the 14 industrial sites and its indicators;• Standardize the methodology and documents used for project management, following PMBoK best practices;• Responsible for physical/financial monitoring of strategic projects led by Corporate Engineering;• Prepare status reports and follow-up of projects with Capex investments for Company officials;• Ensure the synergy of information between the different Managements.

• Responsible for the project portfolio of the Wood (Duratex/Durafloor), Deca (Deca/Hydra) and Ceramic Tiles (Ceusa/Portinari) divisions of the 16 sites;• Elaboration of Project Monitoring Indicators;• Implementation of the project management program called WAVE.

I began at Chris Cintos as Quality Analyst and later, I was promoted to Product and Development Engineer / Project Manager, managing programs/projects for GM, Ford and VW. Given the success of conducting the projects, I had the opportunity to travel to China in order to monitor the validation of the prototypes and create a closer network with customers and other professionals in the field.• Development of new products or modifications, liaised with the production area and sectors involved in the project and be the focal point for internal and external disclosure (B2B), effectively communicating with all stakeholders.• Lead the project team, defining, prioritizing, distributing activities and controlling resources and budget to meet the defined scope.• Plan, monitor and control the project activities (MS-Project), seeking to optimize the use of company resources.• Develop solutions to improve the quality and performance of the Product, as well as make technical visits to Customers to report the progress of the Project with appropriate details for understanding, highlighting relevant issues.• Elaborate Product Structures using SAP and RFQ, RFI and RFP quotations and negotiate new projects. Solid project leadership and in-depth analytical skills and leverage business knowledge to drive its process improvements. Main achievements and results:• With the participation in meetings of changes in the scope of the projects, given the expertise and know-how, improvements were pointed out that reduced the costs of products and processes by around 35%, making them more competitive.• Using the Risk Assessment methodology, losses of 100% with non-prioritized tasks were avoided.• With greater efficiency in project management, it was possible to improve the ability to work with more concomitant projects, increasing sales by 35%.• Responsible for the delivery of more than 10 projects within the agreed cost, deadline and quality, being a highlight, the GM GEM project.

Elaboration, monitoring and report log of 8D and customer complaints, as well as the monitoring of relevant actions; Analysis of warranty parts and 0km returned by customers, monitoring data and warranty indexes, visiting customers, preparing explanatory presentations with technical data for customers, updating graphics and indicators, critical analysis of all documented complaints, meetings of multifunctional team from QSB, FMEA, APQP and PPAP.

Preparation and review of Control Plans; MSA studies; Monitoring of Control Letters (CEP); Participation in PPAP, FMEA and APQP meetings; Try-out of machines and tools; Manipulation of measuring equipment (caliper, micrometer, imicro, altimeter, profile and three-dimensional projector).