Helder Monteiro Leite Email and Phone Number

Rolling stock engineering, maintenance planning & control, technical assistance and crew dispatch. Interface between maintenance, engineering and suppliers to improve rolling stock performance.-OCC Supervisor temporarily. Remote monitoring of locomotive, wagons and track signaling for predictive maintenance. Diagnostics using waysides and rolling stock telemetry systems for preventing failures. Direct supervision of 17 people.- Train model redesign for Center-East and Center-Southeast corridors (simulation and tests). Total gains measured over than US$ 25 MM in avoiding 8 new locomotives acquisition.- Locomotive repower feasibility analysis for GE-U20-C fleet. This project will add more than US$ 15 MM NPV in 25 years to the company's business plan.- Technical Trip to United States. Benchmarking in two US Class 1 railroads (BNSF & UP) and suppliers for best practices in rolling stock maintenance processes, engineering and customer-supplier relationship.

-New locomotives acquisition project management (11 SD70AC & 16 GT46AC) for VLI North and Southeast systems including stakeholders mapping, communications plan, project schedule, training, economic & financial management ($16MM), quality monitoring & control, risk mapping, evidence collect and spare parts management. Initial Control process application.-Renewal Master Plan for replacing old obsolete locomotives with new more efficient and sustainable ones. This project will add more than $100MM NPV in 25 years to the company's business plan.

-New locomotives technical development (DASH9, SD70AC, AC44 & GT46AC). These locomotives now represent 25% (125 units) of VLI's total fleet and are responsible to contribute for draining 70% of the total production.-Locomotives engineering technical studies including Life Cycle Cost (LCC) methodology application which contributed to save almost 20% of new assets CAPEX & OPEX.

-New assets acquisition project management (40 locomotives, 1129 wagons and 3 maintenance workshops). This project represented for the actual Center-Southeast route a 20% increase in its volume production capability.-Locomotives modernization project management (26 BB36 & 30 SD40). Since feasibility study to implementation this project involved multidisciplinary team coordination (30 people), contracts and financial management ($9MM). This project delivered 50% MKBF increase and 30% ($450k) maintenance costs reduction on these fleet.

Computer components and programs installation, user support and hardware/software configuration (helpdesk).