Smart Network platform for start-up investments

HardTech solutions for mining, hydroelectric, construction, rail/metro

Strategy consultancy, M&A buy/sell-side

Directly responsible for the P&L of a 3.8bn USD fertilizer upstream and downstream business (with 24 blending operations in South-America), over 4000 employeesIdentified, negotiated, signed and closed 2 relevant acquisitions (the Salitre 1.2 Mtpa phosphate upstream plant, currently in construction phase 2 to start up end of 2023, and Fertilizantes Heringer, a public company with 4.5 Mtpa downstream/blending capacity), multiplying total sales volume by 2.5 in 3 years, with total investment (acquisition purchase price including debt + Capex) ~1.3 bn USDLaid out and approved with global stakeholders #5to10in5 strategy, all pillars currently in place for execution by 2026 (and becoming #1 player in Brazil)Reduced TRI (Total Recordable Incident rate) from 4.4 to 1.4, achieved 3 million manhours without TRI during Salitre site construction in 2022 (with 2500 contractors at peak)Successfully integrated the 4 South-America fertilizer companies (Tocantins, Heringer and Salitre in Brazil, Emerger in Argentina), implemented a significant senior staff turnaround and led impactful cultural transformation (safety, triple T values of trust, transparency and teamwork, performance management)Increased NPS by 12 pp and employee motivation to top quartile of comparable companies

Directly responsible for the P&L of a 250 MUSD port & iron ore mine operation, 600 employees and 550 3rd party contractorsIncreased EBITDA yoy by 170% through strong performance managementManaged upstream dam crisis situation to a satisfactory closure with Public Prosecutor and municipality courtSuccessfully integrated both companies, implemented a senior staff turnaround and established proper JV governance Reduced TRIFR (Total Recordable Incident rate) and LTIFR (Lost Time Incident rate) to 3 and 1.2 at port and 0 for both frequency rates at mineNegotiated a relevant iron ore acquisition, vital to increment captive port throughputLed the strategic transformation of the exclusive iron ore export terminal of Porto Sudeste into a multi-purpose import/export/services portLicensed a 220 MUSD iron ore greenfield project, despite the complex and mining-adverse environment in the state of Minas Gerais following the Jan 25, 2019 Brumadinho tailings dam collapse

P&L responsibility of a 400 MUSD operation, 3 phosphate mines and 2 chemical plants (fertilizer and sulfuric acid), 1100 employees and 450 3rd party contractorsSuccessfully led the Galvani company from financial distress, entering into a JV agreement with Yara in 2014 and remaining 40% buyout by Yara in 2018Reduced TRI (Total Recordable Incident rate) and LTI (Lost Time Incident rate) 30-fold over last 3 years to 0.2Implemented governance (Board, strategic and executive committees) and strong performance management, with a complete turnaround of senior staff and fast-track post-merger integration with Yara (2015) and full corporate restructuring at end of JV (2018)Responsible for the execution of a 750 MUSD Capex at the Salitre mine-beneficiation-chemical-fertilizer complex (3000 contractors at peak construction, 1300 employees at full capacity), 1st phase started up in May 2018Head of Innovation in Brazil

P&L responsibility of a 400 MUSD muli-plant fertilizer business (3 mines, 2 chemical plants, port facilities, ~1500 employees)

Heading Marketing & Commercial, Supply Chain, Business Development & Strategy, JVsIn charge of contract negotiations of 8.8 bi USD Capex and 550 MUSD pa OpexRecord time results in critical areas such as Land Management, Land Access & Mineral RightsResponsible for the successful turnaround at the LLX Minas-Rio Joint Venture

P&L responsibility for a 200 MUSD operation (30 production sites and mines, ~1800 employees)Heading 17 acquisitions in 7 years (70% CAGR) in South-AmericaRelevant product (2 to 14), market (3 to 15) and regional (1 to 5 countries) diversificationDriving talent pool development and succession planning

Responsibility for strategy execution and P&L of a 65 MUSD Joint VentureIn charge of sustainability, multiple stakeholder management and compliance

P&L responsibility for a 40 MUSD Joint Venture operation (7 plants and mines, 350 employees)Driving shareholder value creation of 35 MUSD in 2 years

P&L responsibility for a 12 MUSD operation (2 plants and mine production sites)Realization of a shareholder value increase of 4 MUSDNegotiation and closing of strategic Joint Venture agreement

Negotiation and execution of large engineering and ore supply contracts to Umicore in Chile (Codelco, Enami), Peru (Cominco), Argentina (Sulfacid) and Brazil (Votorantim, Paranapanema Group)

Negotiation and execution of engineering contracts in Chile (Codelco) and Brazil (Votorantim)

Realization of major cost reduction projects in iron, copper and zinc ore concentrators in Chile, Peru, Argentina and Brazil

1994: Production Manager of a 8000 tpa Steel plant1993: Head of Technical Department (Methods & Costs)1992: Head of Quality Control