Creating and managing project calculations for new customer projects throughout the entire lifetime of the projects. Collecting, analysing, and checking data provided by various functions for plausibility, as well as supporting the project manager and sales during the acquisition/quotation process. Tracking and recording process/product changes, chances and risks through the project gates and handover to plant, until the project closure. Preparing long-term planning for future projects, based on sales plan, existing calculations and blueprints for future business. Analysing and monitoring series business results through the regional profit and loss statements per customer team for the North America, customers for Window Regulators, Compact Modules, Door Modules and Window Regulator Motors. Controlling project costs, and cost saving measures, aiming at improving the company’s profitability.

Leading a small team of three people. Orienting internal clients in planning, executing, and consolidating the budgeting process. Preparing and establishing managerial controls to analyse and control expenses for all departments. Mapping accounts and consolidating results. Collecting, consolidating, and analysing all information necessary for elaboration and follow-up of the annual budget. Preparing quarterly revisions of the budget, including a monthly analysis of the result expectation. Preparing managerial reports for local management and headquarters, including the development of the local Management Information System. Controlling costs, stocks, and cost saving measures, aiming at improving the company’s profitability.

Orienting internal clients in planning, executing and consolidating the budgeting process. Preparing and establishing managerial controls to analyze and control expenses for all departments. Mapping accounts and consolidating results; Collecting, consolidating and analyzing all information necessary for elaboration and follow-up of the annual budget; Preparing managerial reports for local management and head-quarters; Controlling costs, inventories, and cost saving measures, aiming at improving the company’s profitability.

Valuing scenarios for the monthly Sales and Operations Planning (S&OP); Analyzing raw-material and industrial costs, and controlling the variance between the budget and actual results; Analyzing cost calculation options and its impacts on company results; Preparing managerial reports for local management and head-quarters;

Manufacturing cost control, focusing on engine transformation value, vehicle transformation value for the assembly, logistics and maintenance departments, and manufacturing supporting departments’ costs; Consolidating and analyzing data for the engine industrial costs, as well as the plants’ shared expenses; Providing the plant director with all necessary data and analysis for decision-making, as well as ad-hoc viability studies; Calculating and controlling the industrial productivity KPI (DSTR – Design Standard Time Ratio); Managing for the manufacturing budgeting process, including budget creation, revision and control, as well as the monthly risks and opportunities follow-up and rolling forecast; Controlling non-productive inventory (PHF), energy and fluids, and consumables; Contributing to cost reduction through the implementation of controls aiming at tax recovery, make or buy studies for the insourcing of third-party activities and taking part in the energy efficiency task-force, where I was responsible for the economic studies for the projects presented by the group.

Managing the recognition and innovation incentive program; responsible for the nez employee integration, language study and education incentives; managing the T&D and R&S budgets, including the descentralized training budget; preparing and controlling KPIs.

Implementing a Project Management model to the launch of new products. Developing a Project Management methodology based on PMI principles, and monitoring progress on around 100 projects, including both the launch of new products and line extentions.

Managing operations of the national Trade and Promotions Management system; managing development priorities, budget control, and system change / enhancement projects; leading a team of 8 people, 6 being off-shored developers in Índia. Part of the initiative responsible for off-shoring non-value added activities, including process mapping and transfer, training of new teams and measuring results.

Managing internal communications and training on the Global Performance Management tool and process. Managing reports and KPIs. Overviewing system new releases development, testing and deployment.

Supporting customers in the order-to-cash process, taking orders and following-up on deliveries. Intermediating sales, production, logistics and the customers.

Managing the AIESEC exchange process, organizing selection processes, facilitating sessions and group dynamics. Managing a committee of 30 people and training new members. Included a 2 month period working in AIESEC Lisbon ISEG - in Lisbon, Portugal in 2002/2003.

Mapping and analyzing existing processes, proposing changes for performance enhancement and designing new processes for areas related to banking.