Experiência: Gestão completa do CAPEX e interface com órgãos reguladores em projetos de infraestrutura complexos, como o projeto ferroviário greenfield FICO (R$ 10 bilhões) e iniciativas de mobilidade urbana (R$ 3 bilhões). Resultados: Implementação de metodologias de otimização de CAPEX, resultando em uma economia de R$ 100 milhões ao longo do ciclo de vida dos projeto. Habilidades: Sólida experiência em gestão de projetos (PMO), suporte à tomada de decisões estratégicas, análise de… Show more Experiência: Gestão completa do CAPEX e interface com órgãos reguladores em projetos de infraestrutura complexos, como o projeto ferroviário greenfield FICO (R$ 10 bilhões) e iniciativas de mobilidade urbana (R$ 3 bilhões). Resultados: Implementação de metodologias de otimização de CAPEX, resultando em uma economia de R$ 100 milhões ao longo do ciclo de vida dos projeto. Habilidades: Sólida experiência em gestão de projetos (PMO), suporte à tomada de decisões estratégicas, análise de dados e geração de relatórios executivos. Certificação em Lean Six Sigma, com aplicação prática em projetos de redução de custos e melhoria de processos. Experiência em gestão de KPls financeiros e alinhamento com a estratégia empresarial. Show less

- Strategic investment viability analysis linked to the master plan with a high degree of inter-relationship and complexity with all areas of the company;- Analysis of Financials in the long term and Valuation of the business;- Valuation of new business;- Risk analysis using probabilistic methods;- Business plan to renew the concession;- Application of pre-project investment maturity methodology;- Post-project analysis;

Started in January 2011 in the position of Assistant promoted to Analyst in January 2012. After passing by the area of budget management and cost returned to the operation promoted to Specialist II where participated in an operational efficiency project. In November 2013 was promoted to the post of specialist Programming of CCO (Operation Control Center).In the position of specialist Programming of CCO was responsible for implementing improvements in operational processes in 3 states… Show more Started in January 2011 in the position of Assistant promoted to Analyst in January 2012. After passing by the area of budget management and cost returned to the operation promoted to Specialist II where participated in an operational efficiency project. In November 2013 was promoted to the post of specialist Programming of CCO (Operation Control Center).In the position of specialist Programming of CCO was responsible for implementing improvements in operational processes in 3 states (MG, RJ e SP) by 12 analysts orientation.As Specialist II was part of a project focusing on efficiency in operation and crewing programming using the DMAIC (Six Sigma). During the project submitted reports to the Board that supported waste reductions in the order of R$ 3 Milions / year.As analyst was responsible for implementing the PDCA budget control operation (16 Milons / year) beyond the control of operational productivity indicators relating to logistic efficiency of 300 drivers and 34 auxiliares. Also was responsible for administrative processes through orientation of 4 interns and 5 assistants. Show less

In charge of Budget and Cost Analyst was responsible for the detailed EBITDA margin analysis at the product level groups by standard ABC costing methodology. Also conducted calculation of new customers costs to define the coverage margins and minimum rate and beyond the return analysis CAPEX projects and ideas program where OPEX improvement opportunities are identified in various areas of the company.After assumed responsibility (matrix budget) of rents package and and third-party… Show more In charge of Budget and Cost Analyst was responsible for the detailed EBITDA margin analysis at the product level groups by standard ABC costing methodology. Also conducted calculation of new customers costs to define the coverage margins and minimum rate and beyond the return analysis CAPEX projects and ideas program where OPEX improvement opportunities are identified in various areas of the company.After assumed responsibility (matrix budget) of rents package and and third-party services (approx. R$ 60 Milions / year) where he presented the board waste reduction projects of R$ 1.2 milions / year. Have also the responsibility to report the board the major cost deviations of the entire company as well as disseminating good practices among managers of costs related to rents and third-party services. Show less

Schedule weekly maintenance services, inventory control, goal tracking, management of routine and tasks relevant to the planning and control of maintenance.

Participant of Work Experience exchange program, worked in the company Ski Butternut as lift operator, also was responsible for managing transport and having the responsibility of organizing the working schedule of all 31 exchanges workers.

Payments routine through ERP system, improvement of tax withholding routine.