Main Responsabilities:Responsible for governing the negotiation of Business Plans with National Suppliers, for the overall contract renegotiation with all suppliers and for the store’s reorganization after an overall assortment revision, reporting to Commercial VP.Main achievements:• I conducted the governance of negotiations with providers, that increased the Gross Profit by 2 pp, based on three pillars: additional funding, concentration of suppliers and changing product mix.• I ensured the implementation of the new assortment in Dia stores, concatenating the delivery of new equipment, the outflow of the old assortment, the arrival of the new assortment and the schedule for the store new layout implementation.

Main Responsabilities:Responsible for diagnosing the processes of the entire administrative area of the Sodimac Dicico group, reporting directly to the President, CFO and HR Executive Director.Main Achievements:• I conducted the mapping and diagnosis of the main processes in the Commercial, Supply Chain, Projects, Expansion, Infrastructure and Finance areas, locating waste and facilitating actions that resulted in: o Elimination of 6 non-value adding processes and simplification ot 38 other processes. o Creation of a work plan to reduce the staff of the administrative center of Sodimac Dicico by 2%. o Inventory reduction by 1,5%.

Main Responsabilities:To conduct Continuous Improvement in the Operational Processes related to the flow of goods and handling of Grocery and Non-Food products for all GPA Business Units (Proximity, Pão de Açúcar and Extra). Leader of a team composed of 6 specialists and 3 operational.Report to Operational Excellence DirectorMain Achievements:• I rescued and expanded the Operational Tasks Management system at Pão de Açúcar and Extra Stores, which allowed to increase the productivity of tasks such as tag exchange by 66% and the reduction of shelf rupture by 1pp, which brought additional sales of U$ 3 million in the year..• I increased BU Pão de Açúcar's Ebitda in 1pp by co-leading the development and implementation of a new store management model, which organized the routine of store managers into 12 standardized practices.

Main Responsabilities:- WFM (Work Force Management), - Innovation Projects and Management of KPIs for all GPA Business Units (Proximity, Pão de Açúcar and Extra). Manager of 3 specialists and 10 operational. Report to Operational Excellence Director.Main Achievements:• I rescued the Work Force Management system to generate workloads in the Cash Front, with a direct impact on reducing customer queues and reducing operator idleness.• I stimulated the process improvements after mapping and development of tools that allowed productivity increase in stores by 5%.• I conducted the development and implementation of Caixa Express service in Pão de Açúcar.• I led the implementation of the Digital Poster System that standardized the making of offers posters and diminished the dependence of the manual specialists.

Main Responsabilities:- Excellence: ensure the correct execution of the Business Unit processes and their improvement- Projects: lead the PMO of the Business Unit- Loss Prevention: help the Operation Director in decreasing the product and equipment losses- IT: coordinate the interface with IT área- Logistics: coordinate the interface with Supply Chain área,Direct management of 3 specialists and 30 operational.Report to the BU Proximity Executive DirectorMain Achievements:• I implemented the Lean Six Sigma methodology in the Business Unit, which allowed the reduction of goods losses by 35%, stores out-of-stock by 20% and logistics costs by 10%.• I led shop assembly teams that participated in the inauguration of about 50 new stores and in the redepartmentalization of another 150 stores.

Main Responsabilities:To lead strategic management and performance acceleration projects in client companies.Main Achievements:• I conducted improvement projects in Grupo Pão de Açúcar customer, among which: o Review of Minimercado Extra Supply Chain, focused on reducing the stores out-of-stock. Project completed with a 68% reduction in the out-of-stock KPI. o Review of Minimercado Extra store processes, with implementation in one pilot store. The change in processes brought a reduction of the stock level of 15%, reduction of coverage of 30%, out-of- stock of 45% and the known losses of 26%.

Main Responsabilities:- To guide managing strategic management and performance acceleration projects in client companies.- To coordinate the implementation of the Lean Six Sigma Program in companies.Main Achievements:• I conducted projects to improve results in the commercial and logistics chains of C&A and Pernambucanas clients and in the production chain of the Magnetti Marelli customer, with daily interaction with company executives.• I led change management processes with the construction of a new Management Model in the C & A, Tok Take Vending Machine, AGV Logística and Natura clients, with daily interaction with company executives.• I implemented the Lean Six Sigma Program in the clients Tupy Fundições and Boa Vista Serviços, with training of specialists Black, Green and Yellow Belts

In 2013 OThink merged with Bip.

Main Responsabilities:- To coordinate the implementation of the Lean Six Sigma program and Design for Six Sigma.- To train company specialists in the DMAIC and DMADV methodology- To guide the practical execution of projects in the companies that bring the increase of its profitability.- To write didactic materials.Main Achievements:• I implemented the Lean Six Sigma program at companies: AGCO, ALL, Kodak, Banco Real ABN Amro and Banco Pecúnia.• I trained and certified 30 Black Belts in Design for Six Sigma (DMADV) in the Sadia and MWM International companies, 30 Master Black Belts in open classes of several companies and 10 Master Black Belts in Nestlé.• I conducted training for more than 1000 Champions, Black Belts and Green Belts in the Lean Six Sigma (DMAIC) program at companies such as: Aços Villares, AGCO, ALL, Amil, ArcelorMittal, Atento, Banco Pecúnia, Banco Real ABN Amro, CNH, Contax, Fiat, Invensys, Kodak, Kraft Food, Medabil, MWM International, Nestlé Nokia, Polibrasil, Sadia, Tupy, Votorantim Cimentos and Votorantim Metais.• I coached more than 500 improvement projects in AGCO (Massey Ferguson), ALL, Banco Pecúnia, Banco Real ABN Amro, Contax, Fiat, Kodak, Polibrasil, Rolls-Royce, Tupy and Votorantim Cimentos in several areas such as production, commercial, legal, quality, logistics, purchasing and administrative

Main Responsabilities:- To analyze the KPI Field Call Rate of refrigerators and freezers.- To conduct Six Sigma projects.- To coordinate world-class actions (Brazil, India and Mexico) in the design of a new one-door refrigerators.Main Achievements:• Contributed to the reduction of the Field Call Rate by 50%, through the analysis of the consumer complaints indicator of refrigerators and freezers, indicating to those responsible where the major field problems were. • Conducted and completed 3 Six Sigma projects, which brought savings of U$ 50,000 in the year.• I led the world-class actions (Brazil, India and Mexico) in the design of a new one-door refrigerator, which allowed to launch the product in a record time.