• Primary focus is Latin America consumable market.

• Analytics: Developed framework to estimate LATAM consumables market size and market share. • Negotiation: Lead pricing discussions with HQ. Collaborate with Latin Subsidiaries to ensure successful execution.

• Collaborated with quarterly and mid-term planning for LATAM Inkjet division. Required detailed analysis to review assumptions behind portfolio mix, unit volumes, pricing promo depth, and attainable market share. Presented insights to parent company. • Established and monitored product pricing guidelines. Portfolio comprised of 41 unique models allocated across 12 LATAM subsidiaries. Monitored price competitiveness versus competition and recommended solutions. Lead business case creation to request price adjustments from headquarters• Created & implemented framework to regulate monthly subsidiary pricing compliance through approval of monthly marketing expenditures. Improved pricing adherence by 27% over 18 months.

• Project Management: Drove cross-functional due diligence for potential acquisition target in South America. Role required client facing and working with internal teams across three countries. • Corporate Strategy: Researched areas of potential investment or divestment, vetted ideas to through head of strategy. Included understanding value chain, right to play, competitive landscape. • Facilitated internal Technology Council. Purpose to stimulate cross segment collaboration & prioritization of new technology investments

• Created a framework & strategy to support the implementation of a ‘Strategic Accounts Management’ initiative. Since inception has resulted in an additional $5.5 M in profit.

Operations & Fundamentals Analyst (2014 – 2015) • Contract Management: Maintained communication with partners to ensure adherence to contractual obligations. • Modeled North Sea oil production, deriving short term approximation of future Brent oil supply.• Created storage optimization model to monitor and ensure ideal propane inventory levels in Tunisian asset.Commercial Analyst (2013 – 2014)• Supported creation of contractual framework for Brazil’s first oil unitization. • Developed classified internal negotiation strategy document for unitization, which consolidated critical issues across company departments. Included in depth analysis of five most critical negotiation matters to be resolved with partners. • Managed Upstream department budget of $500K. Tracked expenses in 3 different currencies. Provided a monthly detailed variance analyses and forecast to management. Finance Analyst (2012 – 2013)• FP&A: Prepared monthly submission of financial reports. Analyzed and reported deviations to leadership.• Integrated business planning: Supported the preparation, development and execution of Annual Operating Plan (AOP). Required consolidating assumptions from technical & non-technical departments to produce tangible objectives for business partners. • Innovated spreadsheet: optimized month end reporting, automated task reduced manual input to zero.• Led preparation of asset quarterly risk assessment. Verified preventative and mitigative procedures established were adequate.

Program Description: Program aimed to recruit and develop 40 talented people with leadership profile from all over the world, with the aim of implementing Vale’s Management Model of quality control. Duration is 18 months with management training and two separate projectsFirst Project – Quality Control Implementation • Gathered, analyzed & reported key process indicators(KPI)• Created & carried out action plans to improve business metrics• Defined & monitored area metrics• Learned proper utilization techniques for quality assurance tools such as- - PDCA, 5S, Ishikawa Diagram, 5 Whys, SWOT analysis & flowcharts Second Project – Reduce Inventory Loss• Responsible for 200,000 metric tons of inventory (lump ore)• Studied chronic problem involving inventory loss of 20% - Successfully locate root causes of the problem - Utilized PDCA – to understand & solve root causes problem• Applied statistics to analyze if correlation existed between inventory loss and mineral quality• Lead a team of 4 members execute Action Plan to successfully reduce inventory loss

• Ensured prompt payment of military entitlements to 15,000 personnel• $600M of Air Force materials acquired through cross-functional appropriation• Manually computed military deployment entitlements as well as releasing payment for these entitlements. • Process travel entitlements for returning members of Operation Iraqi Freedom releasing $75K • Account and track disbursements of military fund with 97.4% accuracy• Assisted federal employees with the preliminary stages of retirement savings and investment plan known as the Thrift Savings Plan (TSP)