• Led the strategic direction and operations of Trison Wells LLC, overseeing business development and growth initiatives.• Implemented innovative strategies resulting in a significant revenue increase to $17 million annually.• Collaborated with the Board of Directors to execute the company's vision and drive success.

• Oversaw all operations activities at Amazon's distribution center JFK8 in Staten Island, ensuring safety, quality, and productivity for shipping over 1 million parcels daily.• Implemented efficient processes to streamline operations, resulting in a 15% increase in productivity.• Led a team of supervisors and associates to achieve operational excellence, fostering a culture of continuous improvement and employee development.

Tenaris USA -North OperationsSteel Shop – Koppel / Rolling Mill – Ambridge / Heat Treatment and Threading ShopTenaris USA acquired in 2019 several industrial sites from TMK IPSCO Steel located in Pennsylvaniaand Ohio. After the acquisition, Tenaris USA was reorganized, and the North Operation division wasformed as well as a Maintenance and Maintenance Engineering Department for North Operations.Maintenance Director – Tenaris USA North Operations.Main Responsibilities:1. Part of the senior management take-over task team, focusing in leading integration of technologies,industrial systems, and inventories management.2. Develop and deploy needed plans to integrate newly acquired industrial sites.3. Reorganization of maintenance and maintenance engineering departments across all industrial sites.4. Develop and deploy strategies, work plans, and KPIs for the industrial integration process, as well asoperative industrial performance post acquisition.5. Establish operative budgets and resource allocation.

TenarisConroe is a ERW pipe manufacturing facility with an annual capacity of 120.000 Tons of API grades and connection, the facility suspended production in 2015 responding to market conditions. In 2018 the facility was scheduled to restart operations. The Plant Director was assigned to the project to establish, organize and oversee all needed paths (HR, Engineering, IT, Quality, Production) to have the facility operational. This included obtaining all certification, and developing processes for new products and applications

TenarisBayCity is a Greenfield project with the objective of constructing and starting-up a fully integrated seamless steel pipe mill, with the production capacity of 600,000 Tons/years of API and semi-premium. Pre-Startup period Nov 2013 to October 2016• Participating in the definitions and developing the work planes needed for the start-up of the TenarisBayCity new seamless pipe mill.• Defining operatives and maintenance policies to be used during the equipment and systems design, construction and installation. • Defining organization charts; job description; and setting up selection, hiring, and training programs. • Defining Maintenance and Industrial Services operative budgets. • Leading factory acceptance test for new equipment, and on-site commissioning. • Analyzing, selecting and implementing new technologies for the manufacturing process and facility aim to increase man-power safety and efficiency. • Participating in the design of all industrial services areas for the facility.Post-Startup period October 2016 – Present • Leading the Maintenance and Services Departments, responsible of the integrity of all industrial assets and the operations of the Industrial Services Area, with a staff of 150 people and an ordinary annual budget of US$12MM, and an extraordinary annual budget of US$8MM • Responsible for meeting operational performance goals of industrial systems and equipment during the rump-up phase. • Identifying and establishing all needed service contracts to operate the industrial facility.• Implementing new maintenance technologies and methodologies aim to increase maintenance efficiency across the industrial facility. • Developing the needed technical and managerial skills amount the different maintenance area managers. • Assuring an efficient consumption of the Operative Maintenance and Industrial Service budget.

Responsible for leading the Maintenance, Industrial Services, and Maintenance Engineering department for an ERW pipe manufacturing facility, with capacity for 400,000 ton/year of finish API and semi-premium pipe production. Main Responsibilities and Achievements:• Safety Performance of the Maintenance and Services department, compose of 175 people (Technicians, Supervisors, Coordinators, Managers, Engineers).. By developing HSE objectives and implementing preventative programs aim to recognize and reduce safety risks in the work place. Reducing the IFR from 6.4 to 4.2 in 12 months.• Operational Asset Performance of the TenarisHickman industrial system, compose of 4 ERW welding mill, 3 Heat treatments, 4 finishing lines, and the Industrial Services area. Implementing a Maintenance Management system that focus in equipment criticality analysis, equipment maintenance strategies base on criticality, ABC problem analysis, Root Cause Analysis and efficient deployment of maintenance actions. Reducing the overall equipment downtime in average of 17%, and quality rejection rate in 37% in 16 months. • Managing an annual ordinary budget of US$9.5MM and an extraordinary annual budget of US$7MM

Responsible for leading the Maintenance, Industrial Services, and Maintenance Engineering department for an ERW pipe manufacturing facility, with capacity for 180,000 ton of finish API pipe production. Main Responsibilities and Achievements:• Safety Performance of the Maintenance and Services department, compose of 87 people (Technicians, Supervisors, Coordinators, Engineers). By developing HSE objectives and implementing preventative programs aim to recognize and reduce safety risks in the work place. Reducing the IFR from 8.7 to 5.3 in 12 months.• Operational Asset Performance of the Tenaris Conroe industrial system, compose of 1 ERW welding mill, 1 Heat treatments, 1 finishing, 1 threading lines, and the Industrial Services area. Implementing a Maintenance Management system that focus in equipment criticality analysis, equipment maintenance strategies base on criticality, ABC problem analysis, Root Cause Analysis and efficient deployment of maintenance actions. Reducing the overall equipment downtime in average of 43%, and quality rejection rate in 48% in 3 years. • Managing an annual ordinary budget of US$6.4MM and an extraordinary annual budget of US$4MM

ArcelorMittalLong Carbon North AmericaBar CompanyMaintenance Manager for the Electric Furnace and Billet Caster• Responsible for all predictive, preventive, and corrective maintenance activities in the #1 Electric Furnace and Billet Caster.• Managing an annual maintenance budget of $12.4 millions.• In charge of 53 maintenance personnel (Including supervisors, area leaders, maintenance engineers, technicians)• Responsible for engineering and capital projects for the #1 Electric Furnace and Billet Caster.• Successfully reorganizing the maintenance department to improve maintenance performance.• Participating in the planning and organization of a $24 millions process improvement capital project.• Implementing SAP thought the maintenance and operation departments. • Responsible for ISO9000-2000 and environmental compliance.

ArcelorMIttal USALong Carbon North AmericaBar CompanyReliability Engineer for the Electric Furnace and Billet Caster.• Responsible for all mechanical maintenance in the Electric Furnace and Billet Caster. • Managing a annual budget of $2.1 million. • Supervising 23 maintenance personal (Including planners, foreman, maintenance engineers).

• Project Manager for the Washington Capitals Skating Center ($3.5 Million contract).• Project Manager for the NIAID Research Center, a blast resistant laboratory at Fort Detrick ($3 Million in contract)• Responsible for over $US5 Million per year, with an average return of 22%, and net profits close to $1 Million per year.

General Operation Manager – Coating (Tin/TFS) and Finishing Lines • Responsible of managing an annual budget of US$ 58,6 Millions and 213 engineers and technicians.• Reducing Yield losses by 26% in the Recoilers and Shearing Lines.• Increasing productivity by 9% in the tin plat line.• Reducing client’s climes due to superficial defects in 12%.• Reducing 17% re-process in the TFS line, and 47% on the Recoiler lines.• Implementation of several safety programs and reducing labor accidents by 49%.

Maintenance Manager – Coating and Finishing Mill • Responsible of managing an annual budget of US$ 14.5 Millions and 82 engineers and technicians.• Upgrading and improving over 14 different production lines. • Decreasing downtime by 6% in mayor industrial installation (Tinning Line 1 and 2, Recoiler 1, 2 and 3).• Increasing productivity by 2,5%.

Senior Plant Engineer – Coating and Finishing Mill / Ternium-Sidor • Programming and supervising 14 different production lines annual maintenance shut down.• Programming and supervising automatization for the Tin and TSF coating lines.

Plant Engineer – Black Liquor Recovery Boiler and Power Plant • Successful implantation of a new security protocol system to decrees the possibility of a reactor meltdown.• Creating and implanting the preventive maintenance program for critical equipment.