Latin America Operations Director at NielsenIQ reporting directly to a global area. I led a continuous business transformation (reduction in manual processes and activities) by implementing new technologies (ML, planning & logistics tools, gamification, etc.), new continuous improvement methodologies (Six Sigma, Lean, etc.), a very accurate budgeting process, and organization restructuring, I managed U$ 44M in operating expenses ( OPEX ) with annual productivity targets (around 10% yearly), 18 countries across Latam, a huge logistics structure with 2000 people as direct employees, and a fast and solid selection, recruiting & onboarding process. I considerably reduced dependency in manual activities by applying new technologies and methodologies through analytics skills. I managed huge third party contracts across Latam, regional CAPEX, talent and team development, and I directly supported the business growth and customer satisfaction.

AMERICAS Operations Center of Excellence Director at NielsenIQ. I led the implementation of the first field operation center of excellence globally, resulting in lead time reduction of key field back office operations processes, 50% FTE reduction through business consolidation, organization restructuring and continuous processes improvement. I managed around U$ 5M in operating cost ( OPEX ), CAPEX, and an annual productivity target around 10%.

⬥ Latin America Operations Director at NielsenIQ reporting directly to a global area. I led a continuous business transformation (reduction in manual processes and activities) by implementing new technologies (ML, planning & logistics tools, gamification, etc.), new continuous improvement methodologies (Six Sigma, Lean, etc.), a very accurate budgeting process, and organization restructuring, I managed U$ 44M in operating expenses ( OPEX ) with annual productivity targets (around 10% yearly), 18 countries across Latam, a huge logistics structure with 2000 people as direct employees, and a fast and solid selection, recruiting & onboarding process. I considerably reduced dependency in manual activities by applying new technologies and methodologies through analytics skills. I managed huge third party contracts across Latam, regional CAPEX, talent and team development, and I directly supported the business growth and customer satisfaction.⬥ AMERICAS Operations Center of Excellence Director at NielsenIQ. I led the implementation of the first field operation center of excellence globally, resulting in lead time reduction of key field back office operations processes, 50% FTE reduction through business consolidation, organization restructuring and continuous processes improvement. I managed around U$ 5M in operating cost ( OPEX ), CAPEX, and an annual productivity target around 10%.

Brazil Field Operations Director at NielsenIQ. I led an impactful business transformation by implementing new technologies (ML, logistics tools, gamification, etc.), new methodologies (Lean, Black belt & Green belt projects) and organization restructuring. I managed around U$ 12M in operating expenses ( OPEX ) with annual productivity targets around 10%, a huge logistics structure and 1000 people as direct employees. I considerably reduced dependency in manual methodologies by applying new technologies and methodologies like Six Sigma, Lean, gamification, IA, ML, etc. I managed third party contracts and vendors, CAPEX, talent and team development, and I directly supported the business growth.

Brazil Operations Director - Access Brasil. I led around 1000 people in a business process outsourcing production line and three operations lines in São Paulo, Itupeva and Rio de Janeiro with focus on business process outsourcing, logistics, process improvement through Lean methodology, cost management, cost optimization, business growth support, and client satisfaction.

Vice President - Supply Chain BPO, Grupo TCI, when I managed around 1500 customers (Accenture, Rapidão Cometa, BGN Bank, Petrobrás, Government, etc.), and more than 500 employees. I implemented the Lean & Six Sigma methodologies and Customer Service Area, I created the operations and logistics committees as well as the implementation of a logistics transportation center. In 2014, we delivered R$ 49,9M in Gross Revenue by managing the Supply Chain Business Unit (around 500 employees across five States in Brazil) with operating margin above 30% and with focus on e-Commerce, Health, and Education. I was the responsible for the business plans to implement an Integrated Health Logistics Solution for the Government of Honduras in Central America in 2015, to consolidate the Health Logistics structure for the Minas Gerais Secretary of State for Health, to consolidate the Jaboatão dos Guararapes Secretary of Health logistics structure, and to implement the Health Logistics structure for the Alagoas Secretary of State for Health.

Vice President - Enterprise Content Management BPO for Grupo TCI, when we delivered more than U$ 90M in Quality Revenue in 2010 (more than 35% operating margin) by focusing on business development, revenue growth, cost management, and account receivables. I drove a consistent business transformation through operational excellence (Six Sigma/Lean implementation, competitiveness & innovation initiatives), and an effective customer service (Premium Issue Resolution Process). Hundreds of customers trusted us as their documentation storage, digitization (conversion of analog to digital), and digitalization (uses of digital data in a meaningful way through technology) source.

Worked as Independent Consultant at SOLO Global in Global Planning and Logistics Projects for the Bottling Investment Group (The Coca-Cola Company), which is based in Atlanta USA, and with focus on Warehouse Operations (i.e. Layout Optimization), Deployment Systems, Labor Management, Inventory Control, Inventory Management, Vendor Selection and Transportation (i.e. Load Tendering, Dock Scheduling and Yard Management). Also worked with projects for Invix do Brasil (www.invix.com) related to operations optimization through Lean, 6Sigma, processes standardization, SOP creation, procurement processes consolidation, etc.

EVA Champion of Americas – Global Award in Kuala Lumpur, Malaysia 2008 for driving U$ 680k annually in cost reduction through Six Sigma and Lean projects at Recall Canada as the Market General Manager; award delivered by Brambles Global CEO. Delivered Fiscal Year 2007 Operating Profit (EBIT) due to an extreme focus on the right finance concepts and sales management. Built a new sales team and put in place a new sales strategy (by verticals and sales funnel reviews driven by sales metrics) to ensure top line revenue growth and maximum customer satisfaction; more than US 700k were delivered through new business during fiscal year 2007/2008.

Led Global Continuous Improvement Programs through my analytical skills, new concepts and tools (Six Sigma, Lean Manufacturing, Warehouse Concepts, etc…), as well as successful practice sharing and successful projects translation. Implemented logistics concepts like zone and batch picking and shift alignment throughout Recall Global (Cross-functional Team Leadership) as the Global Director of Operations. I carried out the Global Operations Training and Certification Program throughout Recall in 2005/2006 in Australia, New Zealand, Brazil and USA.

Consolidation of 3 Sites into a brand new Facility in Minas Gerais, Brazil, with total investment of US 1M within three months period. Cost reduction programs such as the Cross Docking initiative (net annualized savings of US 60k), and Customer Service Center Optimization (annualized savings of US 80k). Program Management applied by planning and deploying the new Global Operational platform and global SOP at Recall Brazil as Director of Operations. I managed more than 1000 direct employees.

Responsible for a full Operations Cost Reduction Plan, which drove ops headcount (including over time and temp labor) down by 79% within 9 months period at Recall Mexico as Operations Manager. New business development through a consolidation of four sites into a brand new US 4M Facility. Project, logistics, people and operations management as main focus. Awarded for the best Global Operations and Quality Group within Recall during the Fiscal Year 2001/2002; award delivered by Recall Global CEO in Bangkok, Thailand.

Project Coordinator and Product Engineer of the New Global “Face Lift” Program introduced to all Volvo Trucks versions around the World from 2001 onwards. Responsible for unique parts development, technical liaison with India, Sweden and USA, technical support for new imported parts and construction of a master truck in Brazil.

Introduction of John Deere small tractors in South America as a Product Engineer. Product design and specification, nationalization of imported parts, development of local suppliers, supervision of prototype construction, field test and production launching support. Introduction of John Deere Cab to the Brazilian tractor platform: product design adaptation to Brazilian tractors, technical liaison with John Deere USA & JD Germany and construction of a tractor prototype with Cab in Brazil.

Cost Reduction and Process Improvement Projects across three Business Units at Impressora Paranaense (Dixie Toga now) as Trainee Engineer in Blumenau and Curitiba and as Project Supervisor in São Paulo.

Trainee at Ishikawajima do Brasil Estaleiros S/A (ISHIBRAS) in the engineering and production areas.