Accountable for the FP&A and Corporate Finance activities, with 4 coordinators supporting 14 collaborators. Reported directly to the CFO.

Accountable for the procurement team managing US$400Mi in contracts (annual base), with 3 coordinators supporting and giving guidance to the entire purchasing processes of Light. Reported directly to the Purchase and Logistics Superintendent. Staff of 15 collaborators.- Implanted the category management model based upon a segmentation of strategies according to complexity and impact on the company result.- Reshape of strategic procurement process based on best market practices of strategic sourcing with negotiations rendered analyzing cost structures and client needs.

Accountable for the inventory management team (US$300Mi in inventories) and developing KPIs and goals for the entire Procurement and Logistics Area. Reported directly to the Purchase and Logistics Superintendent. Staff of 12 collaborators.- Reshaped the logistics chain KPIs creating reports (Power BI) with the OTIF (On Time In Full), stock turnover, procurement SLA’s, etc.- Implemented a new resource model for the inventories based in security stocks and statistical models to balance inventory levels and service levels. - Responsible for the supplier management area (registration, qualification, SLA’s, etc.).

Accountable for the budget process of segments of the company, performance follow-up (Budget x actuals) and the definition of financial targets of the managers of the related segment. Five direct reports acting directly with the business areas: Coal (Australia and Mozambique), Fertilizers and Logistics. Reported directly to the executive manager.- Responsible for the implementation of a budget system in the areas I was accountable for.- Led the process that defined the level of detail of the coal business budget for Vale, with the design of the entire production chain, producing important cost analysis and feasibility of the business.- Led meetings with the high leadership of the company to present the production chain performance with focus on the cost of goods sold.- Developed a relationship with the commercial areas to better understand the pricing drivers and key elements to present the area performance in comparison to the commodities reference prices.- Responsible for the corporate areas budget as well, using benchmark analysis and indicators to better evaluate the areas.- Worked with the fertilizers and general cargo segments.

Accountable for Maintenance, Repair and Overhauling (MRO) warehouses of the Tubarão Port, Ilha Guaíba Port, Sepetiba Port, Simões Filho and Vale operations in Corumbá. Conducing 3 supervisors and approximately 150 direct reports, in 18 warehouses, with an R$144M inventory in 53k items. Reported to the General Manager of Supply Chain and Logistics.- Carried out the substitution of a contractor with Vale employees with the insource of 140 employees.- Led a team developing projects to rebuild the warehouse infrastructure with focus on better KPI’s.- Conducted improvement in the daily follow-up of service indicators, adjusting the language of such indicators to the operational teams.- Led this team to follow up the KPI’s implementing a simplified communication involving the operational teams.- We implemented the Vale Production System in the warehouses, making the dimensions of environment protection, safety at work, people management, and process stronger.- Led the process optimization since receiving materials, passing through inventories or with direct delivery to the client, and the material request process and delivery.

Accountable for strategic service contracts in the technology area. Worked as a category manager of IT services, including large frame contracts with companies such as Accenture, Ernest Young, CPM Braxis, IBM, Infosys, etc.Managing the area responsible for spot contracts, suppliers’ requests, pricing adjustments in Vale consolidated contracts. With over 150 procurement process a month, approximately 80% of the procurement area transactions. With 15 direct reports I reported to five managers.- Participated in the implementation of a process change in the procurement area, grouping the simplified transactions such as smaller contracts, spot demand, contracts postponements, into a single structure. This process allowed the more experienced analysts to focus in the category management, it allowed also a stronger focus in productivity, KPI’s and SLA’s attendance.Accountable for the categories of Employee Transportation, Liquid Bulk and Solid Bulk Freight, Dangerous and Special Cargos, etc. With over R$ 350M/year in 85 contracts with 56 carriers. With 6 direct reports I reported to the procurement manager of Freight.- Developed an improvement of the procurement process using strategic sourcing process as a tool. Used tools such as RFI (Request for Information), long and short supplier list analysis, benchmarking, etc.- We used electronic tools such as reverse auction and business commerce network such as Ariba/Quadrem. - Raised the area productivity reducing spot contracts and focusing in large contracts with big suppliers. We raised the total spend purchased reducing contracts made by regional procurement managers.

Lived in Atlanta for 1 year in order to be trained in the design and engineering of metal buildings. After this period I trained other professional and I worked as engineer in Brazil with USA projects.

Participated in the construction and planning or a residential project with 690 apartments and the construction of Sheraton Hotel Barra da Tijuca