- Technical development of high performance teams. - Increased equipment availability, Overall Equipament Effectiveness (OEE).- Failure root cause analysis - RFCA. - Reduction of production costs.- Reduction lose time with sheet breaks.

My responsibility is promoted with a healthy and secure position in development, maintaining a cost synergy between areas, planned budgets within the planned environment and a fast learning curve of operational production and a projected construction environment and a fast curve of learning from operational production and a construction environment to consequently high levels of quality and budgeted production.

In this magnificent Project, my responsibility is to technically strengthen the project by leading the productive team within the project group, so that at the time of start up the results are achieved before the expected time. Selecting people with characteristics aligned with the values of the Puma unit and training them, making the choice of the best partners for the application of chemical products, promoting the connection of all the interfaces necessary for the success of the project to happen are the challenges for us to consequently have as result in a rump up with the maximum efficiency and effectiveness possible; promoting the least possible impact on the environment, maintaining the safety of the entire operational team and the integrity of the physical structures.All this so that Klabin's largest project, and the most innovative in the world, Kraftliner can be carried out; producing the 1st kraftliner in the world with 100% eucalyptus fiber in the 1st Valmet Paper Machine in Brazil.

Responsible for the coordination of two kraftliner machines with an annual capacity of 169,000 t of kraftliner paper, directly leading 63 people from the operational team, keeping the variable and fixed cost within the planned budget, as well as significantly improving shelter rates, customer relations and availability of equipment in addition to promoting a safe environment, by looking at the environment.

Responsible for managing the Utilities, Processes and Environment areas with a focus on developing new products and equipment, controlling the application of chemical additives and cellulose HW and SW consumption. Steam consumption in the various papers produced are part of the work that has as main objective the reduction of the production cost; as well as, the focus on process improvements, development, optimizations applied to product recipes. Intensified management of suppliers is a differential that I believe is important for us to have a different result. The environmental management carried out in the group is also added, with a strong relationship with the environmental agencies, development of KPIs, management of documentation. Development of teams focused on goals that result in great achievements, having the engagement in the 5S and TPM programs. Within the TPM I was a member of the Specific Improvements Pillar and worked in the areas as a facilitator of methodologies for reducing losses and solving problems. I am now a member of the SHE Pillar promoting the implementation of this new Pillar of the Santa Maria Group. Responsible for the Budget of all sectors under my responsibility; as well as, by Opex and Capex. Responsible for monitoring and maintaining good runnability of two paper machines. Responsible for guiding several improvement teams with different focuses on paper machines. I also carry out the Budget for paper machine clothing, as well as monitoring current conditions, stocks and new clothing developments.

Responsible for the management of operational areas such as Water Treatment, Effluent Treatment, Industrial Landfill, Pest Control, Selective Collection and Recycling, and Potable Water. Management of environmental licenses, license renewals and grants. Management of Environmental Liabilities and Remedies. Elaboration of Environmental Projects, Control and Mitigation of Environmental Impacts. Survey of Environmental Aspects and Impacts. Preparation of Emergency Assistance Plan. Direct involvement with environmental agencies. Elaboration of Environmental Policy. People management. Training of emergency response teams. Responsible for managing environmental reports and reports on waste, effluents and atmospheric emissions. Manager of the Solid Waste Management Program, as well as preparation of PGRS. Management of Opex and Capex Operating Costs. Supplier Development. Acting as President of CIPA. Corporate management focused on business sustainability. Development of processes promoting the use of equipment with greater energy efficiency. As an active member in the TPM, within the Specific Improvements Pillar I am responsible for managing the improvement teams, developing Kaizen projects with a focus on the losses presented in the Loss Trees. Management and dissemination of Policies and Methodologies, being a great enthusiast of TPM methodologies and Lean Manufacturing Philosophy.

I seek to meet the expectations of internal and external customers to the maximum, exceeding expectations is the key word in this area. I have a high level of engagement and focus on results, always trying to be motivated to move teams towards extraordinary results. Responsible for structuring the Corporate Supply Management, Storage of Finished Products, Distribution of Finished Products, Storage of Raw Materials, Storage of maintenance and indirect materials, Production Planning and Control; according to the best market references. Supply Chain Process Implementation Project Manager. Active member of the TPM system within the Specific Improvement Pillar; Member of the Internal Accident Prevention Committee - CIPA; Acting in an integrated manner between different areas of the group, promoting the result through structured planning and engaged teams; fostering curiosity, unity, a focus on results, safety at work and the environment, meeting deadlines, proactivity and the suitability of employees. Domain in TPM (Total Productive Maintenance) methodology and ERP / IFS system. Determinant activities within the Supply Chain process: Reduce supply costs Reduce total order time Increase product margins Increase production Improve return on investment Reduce operating costs Manage Cargo transport service providers and material and service suppliers Integrate areas through S&OP.

During my assignment as Coordinator, I kept my activities in Process Management, and incorporated the Management of Purchasing, Inbound and Outbound Logistics, Production Planning and Control, Central Scale, Maintenance Warehouses, Raw Material and Finished Product.

During the time I stayed in this role, I always sought to deliver my tasks above the expected result, maintaining a high level of motivation and engagement. Seeking to involve the team within a healthy environment and focused on results. Direct performance in the productivity of two paper machines with an annual capacity of 109000 ton of products produced with bleached cellulose through the Production Coordination of preparation of raw materials and inputs. Development of new products through laboratory studies and machine application; Development of new equipment for chemical additive applications; Start-up of equipment and products following project standards; Management of chemical additive applications and microbiological control; Application cost management; Expenses and costs management; People management with a focus on high performance and self-managing teams; Strong relationship with suppliers; Constant search for innovative products; High level of participation in TPM Routine Management, focusing on problem solving; Key Products / Processes: Calcium carbonate, ASA Bonding, Retention and Drainage Agents, Microbiological Control, Cationic and Oxidized Starches, Surface Bonding, Size Press, Colorimetry control with surface and internal bleaching and product tinting, Foam control, Sonic, MAF, Acid and alkaline boil outs, High Ash Technology, Nogar Technology.