Spearheaded the development of a holistic People Management Strategy addressing critical areas like performance management, recognition programs, learning and development initiatives, employee engagement, and fostering a positive culture.Transformed the Talent Acquisition and Retention strategy across three companies through the implementation of a digital platform and a dedicated Career Page, successfully attracting and retaining top talent.Established the vision and direction for the Learning function by launching a company-wide Learning Streaming platform, significantly enhancing and expanding access to training and development opportunities for all employees.Contributed actively to the Ethics and Compliance Committee, providing valuable insights and expertise in the development of the group's Code of Conduct, ensuring adherence to high ethical standards across the organization.Exhibited strong leadership within the Strategic People Committee, overseeing key projects such as the Leaders Academy (executive development program), Multipliers program (leadership training focused on scaling others' capabilities), Technical Training initiatives, and individual Career Development plans.Demonstrated exceptional strategic planning and development skills by crafting a comprehensive Leadership Development Plan for 2024 for 35 executives, and taking point on the review and potential adjustments to the Compensation Strategy.

HR policies review and strategic planning (2021-2027), with a strong focus on improving the organizational culture, leadership development and performance.Responsible for HR, including São Paulo office, a facility in Extrema/MG and a brand new industrial plant in Manaus/AM.Deployment of Engagement and Culture Committee, to disseminate the company's values ​​and practices;Development and application of People Management Cycle, including 1:1, performance evaluation, succession plan and 9Box.Creation of HR Committee, formed by C-level, for weekly discussion of issues related to people management.Member of ESG Committee and responsible for promoting the initiatives at Ledstar division.Retention plan and communication inittiatives.Responsible for talent acquisition project to build new sales force and strategic positions.

Organization review for new business cycle, with growth of 100% headcount, distributed throughout Brazil.Company professionalization in Brazil, following corporate guidelines.Support in the region to review and apply new company policies due to the mergerIdenfication and planning of new executive team, focusing on leadership, communication and strategic alignment.Responsible for restructuring process due to the volume decrease, with temporary layoff (collective bargain agreement with Workers Union) and voluntary exit program. Retention plan for key-people in São Paulo, with significant volume of transfers between units and regions. Intensive actions for training, development and career plan, including regional Leadership Program, job levelling review, new C&B methodology (WTW/GGS).Risk assessment for labor legislation and new payroll provider (outsourced). Responsible for Facilities, including T&L, Real Estate, Fleet management and Office management. Project management and relocation to the new headquarter in São Paulo (2000 sqm)Since 2017 working closely with Corporate HR to implement new policies due to the merger (C&B, change management, culture, HRIS, legal entity, HR operating model).

Responsible for HR shared services including payroll, HR accounting, legal audits and benefits administration;Responsible for payroll process, at Holding and Engineering division, serving 84 companies and 15,500 employees.Creation of performance indicators and SLAs (service level agreement), with significant costumer satisfaction (>80% of positive feedback)New organizational structure at Shared Services, oriented by business;Implementation of new payroll system - PeopleSoft134% growth in two years, and 33% increase in productivity index in the payroll process

HR with a key role on the turnaround business plan starting with (1) new organisation (hiring new executive team and leadership), (2) actions/key projects (efficiency, business management, culture transformation and people management) and (3) communication plan (what, why, how).Industrial reorganization, with a doubling of production capability and plant closure with 120 employees;Action plan execution following Employee Surveys to ensure a constant focus on improving employee engagement (improvement of Satisfaction Survey indicator from 58% to 83%);New communication plan - frequent, intense, non-hierarchical and transparent;Absenteeism reduction from 2,2% to 1,6%;HSE indicators improvement – Lost time accidents frequency rate from 8,4 to 2,2OHSAS 18000 certification;Training improvement and leadership development program.Frequent negotiations with Labor Union and its 3 representatives in the plant, in order to enable turnround plan.

Responsible for the structuring of Human Resources in Brazil, adapting corporate policies (Singapore) to local culture and laws and responsible for the infrastructure São Paulo office and Camaçari / BAHiring and training local team (Engineering & support areas) in Brazil for start up phase.

Implementing and developing the HR structure in SP, Manaus and the South Region (from 900 employees in May’02 to 2500 employees in Feb’05);Planning and execution of new contracts with clients such as: International Engines, Souza Cruz, CNH, Renault, BDF-Nivea, VCP, Eaton, Samsung, John Deere, Braskem;Monitoring shop-floor climate and conflict management without occurrence of strike.Responsible for HSE.