Issuing non-binding opinions on projects, the medium-term strategic plan, the annual activity plan, specific strategic initiatives and suggestions for training to be carried out.

EVM Group is developing a globally integrated mine-to-refine business dedicated to a clean energy future.The company is recognized as a significant player and valuable contributor to the Kingdom’s economic diversification.The rising demand for electric vehicles, static battery systems for renewable energy sources, and underinvestment, coupled with policy-driven battery materials demand, is anticipated to create midstream supply gaps for high-purity battery chemicals by 2030.Western governments in key growth markets such as Europe and North America are striving to increase supply chain resilience with geopolitically aligned allies, positioning EVM's project optimally to become a privileged supplier meeting this market demand.

Have been working with a diverse client base including PE firms, consultants, utilities, independent manufacturers, contractors, traders, and retailers. Counseling potential solutions across all sectors and competencies: o Business Management: smart mobility business that required to grow its sales, diversify its portfolio and gain efficiency in its manufacturing unit.o Business Strategy: business plan, value proposition re-engineering, cost drivers’ optimization, value chain analysis, competitive advantage analysis, performance management, and KPIs.o Business Transformation: assess the company’s status, identify, and implement necessary changes to enable the business to perform to its optimum ability.o Operations: manufacturing, engineering, continuous improvement, BOP, supply chain.o Finance: project finance, structured finance, finance restructuring. Relevant business cases: o Outperformed the debt restructuring of a retail company in financial distress. o Projected and implemented a trading company’s restructuring, process optimization, and operational cost reduction. o P.E. consultancy – composed base line principles for business expansion to West Africa.o P.E. consultancy – counseled regarding business expansion to the Middle East. o Mg. Consultancy – new market analysis, market performance, competitors, modes of entrance, product & pricing. o Mg. Consultancy – coauthored the business plan and value proposition development for an international academic program. o Mg. Consultancy – coauthored a real-estate investment analysis for hospitality.

• SNASCO Holding is a Saudi company with diverse interests, particularly in construction, industrial manufacturing, and new technologies, and with revenues superior to USD 350 M. Committed to the Saudi Arabia government’s strategic vision, partnered with one of the most prominent building technology providers in the world.• Contracted to direct a new challenge that demanded a project from the greenfield phase.• Negotiated the partnership terms and assisted the legal team with operational details until the contract signature.• Restructured one of the Holding’s subsidiary companies to fully comprehend a new production line, with the capacity to manufacture finished goods (walls) to build 500 houses per annum and ready to double its output.• Belonging to a small team, supervised the project on all fronts – product development, technology, legal, finance, HR, operations, supply chain, marketing, and all other departments that are required to start a new project. • Contributed and recommended new methods and best practices design to the roll-out of the project, and of course, training, coaching, and giving guidance to the new team members to maintain a competent and engaged workforce.• From greenfield, this project needed mentoring to brainstorm design cost-effective and future-focused solutions, to be a reference in the industry.• Provided support and capabilities to deal with complexity, manage the concurrent demands of a wide variety of shareholders and stakeholders, and the ability to build trusted relationships within all international participant entities.• Directed the ERP requirements definition, tender management, contract, and ERP implementation.

Manufacturing and trading company with revenues circa € 50 M.• After providing Consultancy Services, was invited to be the Director of Operations for a group of 3 independent companies – 1 in Portugal and 2 in Brazil - being trading and manufacturing companies. • Assessed the organization, redefined, and executed the strategic, operational, and financing plan.• Directed the company’s financial performance by overseeing the P&L. Designed the annual budget based on the annual strategic plan and controlled budget allocations, expenditures, and related financial activities.• Dealt with banks for debt consolidation and signed contractual terms. • Tailormade a payment process tool, for management control, and reduced the average receivables period from more than 100 days to an average of 30 days.• Defined the business plan, prepared the pitch, and partnered with new investors.• Succeeded in tripling the export volume, by enabling the procurement and sales process.• Cultivated A-rated customers, being accountable for their contracts, and doubled their sales volume.• Increased the levels of customer satisfaction, through close customer attention, focus and care.• Oversaw tender documents, led procurement, and managed contracts to ensure delivery of services as per agreed contract, quality and scope while working closely with the Head of Sales. • Developed and executed the operational, logistical, and financial processes accordingly to the Brazilian export legislation and the Eurozone and USA importation legislation, to meet the EUTR and FLEGT Committee requirements. Processes such as supplier assessment and selection, due diligence, supply chain clarification, guarantee financial traceability…• Projected and defined the risk mitigation at procurement and export procedures, following recommendations from CITES, UNODC, FAO, PNUA, ICNF, and other governmental entities. • Deal with subcontractors to ensure contract compliance and their logistics operations.

A global company in fast-track flexible power generation. Builds, owns, and operates scalable, turnkey power plants around the world. With revenues of USD 380 M, the company was being prepared to be sold.• Composed the business plan for the region, defined the budget, and managed the P&L.• Reorganized and supported operations for E. Africa, ME, SE Asia, and Australia.• Facilitated the 3PL contracts to ensure that activities and performance are in adherence to contractual requirements.• Ensured compliance of all key partners, redesigned the action plans for partnership improvement and oversaw the operational and financial execution.• Analyzed and signed partnerships and suppliers’ contracts and their SLAs.• Advised the regional sales team with technical and operational support.• Improved the group strategy by developing existing policies and procedures.• Manage daily operations, performance, and development of the Dubai Hub and its based operations staff - sourcing, procurement, logistics, inventory, supply chain, engineering technical support, IT, HR, finance, and operations. • Operational results to highlight:o Slashed warehouse and yard sqm utilization by 49%, minimizing operational costs by initiating the implementation of Continuous Improvement and Lean tools.o Simplified the Logistic center that supplied the company operations from East Africa to Australia and achieved 100% accuracy on finance and physical audit over 3 quarters.

A full-time programme, with double accreditation (AMBA and EFMD), that is aimed at fast-tracking professionals that seek to develop a career in management with a strong international perspective.MBA Outstanding Academic Performance 2016Honor date - Dec 2016, Honor issuer - Porto Business School' DeanIn recognize the outstanding academic performance during the Magellan MBA, class of 2016.This honour is awarded to students who attained a grade point average of 3.75 or better of graduate business course work.

A multinational company, the leader in providing power generation and temperature control solutions. Operating on a global basis runs the business in more than 45 countries.Interim Country Manager, cumulative with Operations Manager, Angola, and Dubai, UAE• Conducted the existing business activities with strategic planning, participation in management meetings, and presenting solutions to improve the company's performance. • Created relationships with key influencers across commercial, government, and relevant trade associations, resulting in signing new businesses for the company.• Mentored the team to focus on specific business objectives based on cost, operational data, and performance, in line with growth goals and objectives.• Established the local business in Angola. • Responsible for the new fleet arriving in the country and worked directly with manufacturing and asset management accordingly to forecast and client specifications.• Backed the sales team, providing technical and operational support. Operations Manager – Dubai, UAE • Assessed Africa’s Operations Team performance regarding Supply Chain practices and developed the 2015 Operations´ Supply Chain goals for the power projects in the African region, so we could improve the company's performance.• Presented suggestions for improvement of the operational and logistic systems.• Supported the Senior Director’s Team with the strategy for growth through geographic expansion.

• Accountable for Ivory Coast sites (200 MW, USD +200 million annual contract); • Headed all the departments within the power plant facilities – Operations, Maintenance, Finance, Supply Chain, Logistics, Procurement, QHSE, HR, Continuous Improvement, and IT.• Reported directly to the Regional Director and indirectly to the Global Operations Governance Team.• Represented the company in bimonthly meetings with stakeholders namely: Government, National Authority for Energy, Gas Companies, and other competitors. • Implemented the company’ Continuous Improvement plan through an Operational Excellence program, which refined the processes to maximize safety, quality, performance, efficiency, operations, and productivity.• Delivered the required project margins and other financial goals by allocating resources effectively and fully utilizing assets to produce optimal results, above client expectations.• Liable for the company assets allocated to the project, ensuring that operational and maintenance procedures were compliant with BOP.• Orchestrated strategies in alignment with strategic initiatives and provided a clear sense of direction and focus to the team.• Backed the sales team with technical and operational support within the country.• Operated a multicultural team of 120 employees with more than 16 different nationalities – England, Scotland, Italy, Philippines, Bangladesh, India, Sri Lanka, Kenya, Cameroon… • Operational results to highlight: o Decreased OPEX by more than 60% o Secured the contract extension for 6 more yearso Boosted production by 8,5%o Added an extra USD 4.2 million in savings with continuous improvement projects

One of the major European producers of shoe soles, with 5 different production units, able to supply clients in more than 50 countries over the 5 continents. • Planned, organized, and directed optimum day-to-day operations to exceed customers’ expectations; • Managed and increased the production efficiency through improvements in the production lines and as well as coordination and communication between manufacturing and other business units; • Managed the different production units, supervised production planning, and followed the processes of quality and maintenance; • Accountable for all teams of the 5 manufacturing units (about 300 people), taking an active role in setting objectives, responsibilities, and team development; • Support the Board to define the investment needs and priorities, and with the implementation of new methodologies; • Audit, strategic analysis and continuous improvement implementation - LEAN; • Project manager (as costumer) for SAP ERP AFS implementation – FI, CO, HR, PP, MM, SD, BO. • Main results to highlight:o >12% OPEX reduction; o Operational procedures implementation; o Production and quality output increased; o New manufacturing facilities’ development and contract award management.

- Analysis of international markets.- Developed a solar panel collector’s, its production line and industrial unit from Greenfield onward.- Contract preparation and liaison with Government Entities for National Renewables Program (Solar Program 2009).

A Portuguese group in the sectors of civil construction, public works, port operations, waste, water, and logistics. The Group comprises 228 companies within three major business areas – Engineering and construction, Environment and Services and Transport concessions – operating in 21 countries through its branches and subsidiaries. - Responsible for the operating fleet at Kayelekera Uranium Project – Mine; - Fleet comprised all type of heavy-duty equipment related to earth works, as articulated trucks, bulldozers, excavators, loaders, motor graders and scrapers… and also fuel tankers, concrete mixers, generators and other light equipment and vehicles;- Managed the supply chain, local inventory and consumables;- Managed the maintenance contracts and its SLA’s;- Planned with Malawi and Tanzania authorities the road transport for the heavy-duty equipment, from Dar es Salaam port to Kayelekera – 960 km, 5 days.