Responsible for the company's Operational area, including Operations, Maintenance, Engineering, Projects, Health, Safety, Environment, and Sustainability.- Successfully completed the Operation Internalization Project, achieving operational stability with customer service KPIs at the highest level.- Led the development of strategic projects totaling approximately US$ 2.4 billion, comprising the construction of pipelines, compression stations, and a liquefied natural gas (LNG) storage terminal, unprecedented in Brazil.- Headed the team that successfully constructed the GASIG gas pipeline on time, on cost, and on scope.- Led the project team of the new Compression Station in the city of Japeri, RJ.- Led the development of new technologies to optimize operations and enhance asset reliability, such as a real-time transient model and predictive monitoring of compression station equipment.

- Directly contributed to the definition and establishment of processes within the Engineering and O&M areas during the company's startup phase, following the acquisition of a 2,048 km pipeline network from Petrobras.- Held responsibility for establishing the Engineering department, defining responsibilities and operational procedures for the area, and sponsoring the implementation of SAP PM.- Led the team responsible for the Project development and implementation, such as Gas Delivery Point construction, tunnel renovation, and pipeline section replacements. Managed a portfolio worth approximately US$ 0.3 billion.- Led the team that developed and executed the Operation Internalization Project. Previously, the operation was carried out by the former owner under a full-service contract. The project tripled the Operations headcount and lasted for 31 months, including: (i) recruitment, (ii) definition and development of operational procedures, (iii) training, (iv) construction of physical infrastructure, (v) implementation of a Telecom system for remote asset control, (vi) establishment of a Control Center (CCO), and (vii) review of processes and headcount in support areas.

- In a global position, I was responsible for defining Operation and Maintenance strategies, creating Master Plans for operational units, Technology projects, and international projects in the Railway sector. I directly worked across all railway categories: locomotives, wagons, track infrastructure, track maintenance machines, signaling, and operations.- Led the team that conducted the technical acceptance for the railway project in Mozambique and provided support to the local operation during the railway startup.- Led the team that developed the autonomous railway operation project, implementing the first phase of the project that included the installation of trip optimizers for the train operator and optimization for the Control Center.- Responsible for design & implement EVO technology on Carajas Railway, replacing 4 locos to 3, pulling 330 freight cars optimizing CAPEX & Opex reduction.- Led the technical team that reviewed the final scope of capital projects to optimize CAPEX, resulting in approximately 30% cost savings.

- Responsible for the development of global capital projects (Front-End Loading 1 and Front-End Loading 2) for Ports and Railways. Projects with an estimated CAPEX of US$20 billion, with US$88 million allocated for the Engineering phase.- Implemented project management based on integrated programs, resulting in a 20% increase in Quality index and a 27% reduction in CAPEX without altering the original scope.

- In a global position, responsible for defining Maintenance strategies, creating Master Plans for operational units, technology and international projects.- Led the technical team that conducted: (i) technical due diligence of assets, (ii) development of the strategy, and (iii) maintenance plan for projects in Colombia, Argentina, and Mozambique.- Led the team that developed the project for the use of B25 biodiesel and natural gas as a replacement for diesel, as the energy source for locomotives, resulting in significant environmental and financial benefits.- Led the team responsible for the implementation of locomotives new technology (alternated current) in Brazil and wagons with high axle load, increasing railway productivity by approximately 16%.

- I was responsible for managing locomotives and wagons along a 1,000 km railway with a team of 300 people. The underperformance of these assets was the bottleneck in this logistics corridor.- Led a turnaround process that improved reliability, availability, and OPEX indicators, achieving targets and enabling operational performance.

- Implemented Reliability Team in the locomotive maintenance management, defining work methods, team, and KPIs.- Developed and implemented projects to enhance locomotive fleet reliability, achieving 30% improvements, which contributed to the performance turnaround of the EFVM railway.

- Engineer responsible for the hydraulic system, landing gear, and maintenance workshop for wheels and brakes.- Developed a comprehensive project for the refurbishment of carbon-reinforced carbon brake discs that were previously discarded. The project yielded financial returns and had a highly positive impact on the environment.