Reporting to the VP South Region LAM, responsible for the direct management of a team of 30 professionals, distributed in portfolios of projects in the areas of tolls, traffic management, smart urban mobility, traffic safety and security and connected vehicles.• Responsible for defining fiscal year budget. Priority in achieving or improving the contribution margin of the projects at the end of the fiscal year.• Define management structure according to project needs.• Define strategic plan of the projects, in order to comply with time, quality and expected results.• Support PMs in the analysis of contract conditions (scopes, milestones, penalties, etc.).• Detect commercial opportunities with clients and develop them. Upselling.• Analyze internal processes and information flows to increase team productivity.• Manage Cash Flow of projects, alerting the finance area about possible deviations.• Facilitate the conditions for the work of the team. Promote good relationships among team members.• Generate synergies with the management of support areas of the Company.

Reporting to the Director of Grid Solutions, responsible for the direct management of a team of 21 professionals, in six LATAM countries, in the establishment and compliance of KPIs, governance and compliance of energy transmission projects.• Creation and implementation of processes and tools, training and on-demand care, enabling the establishment of a robust management process and achievement of project objectives.• Individual performance evaluation, coaching and development plans, ensuring that project managers meet the skills and essential abilities to a project for which they will be assigned.• Portfolio / project review ensuring governance with use of operational pace and standardization of periodic controls.• Definition and management of KPIs in lean base appropriate to business strategy.

Reporting to the FTK (Full Turnkey) Director, responsible for the direct management of a team of 25 professionals (80 indirect employees), distributed in portfolios of projects in energy infrastructure for transmission and distribution systems, rail transport systems and implementation of postal automation systems for letter separation.• Project Manager / Consortium responsible for the supply and implementation of Electrical Power Systems, Auxiliary Services and Primary Substation for the Subway Line 17 - Gold (Monorail) project.• Member of the Consortium Management Board responsible for the supply and implementation of Electrical Power Systems and Primary Substation for the CPTM Line 13 - Jade project.• Application of the PMI methodology in the development of tools for planning and control of activities aligned with the needs of the projects.• Recovery of the company's image in front of the main customers in the management and delivery of projects, meeting the contractual objectives

Reporting to wind power CEO, responsible for the implementation of renewable energy wind projects in Brazil with direct management of 25 direct employees and 800 outsourced companies distributed in six wind farms.• Training and management of the project team managers, seeking high performance people in other companies of the group, to enhance skills and synergies between projects. • Structuring and management of the field team to meet the complexity of the assembly and commissioning of wind turbines. • Monthly projects reviews in order to periodically evaluate the overall performance of the portfolio.• P&L management of the project portfolio and feedback of the commercial process, providing a database of project execution costs for use during the calculation and prospection of new ventures. • Coordination of heavy cargo logistics and large equipment from various manufacturing sites to customer sites.Project Manager and Field Services - Power Transformers (Apr./2010 – Sep./2012)Reporting to the CEO of the Transformers Unit, responsible for the portfolio management of Made-to-order equipment within four business segments, with supply to the Americas and Oceania, and for team management with 25 direct professionals.• Integration of project management to customer services, bringing greater synergy to the project management process.• Reorganization of the project managers team, training of new managers, seeking high performance people in other companies of the group, to enhance skills and synergies between projects.• Reorganization of the team to serve customers exporting services, significantly reducing the volume of complaints and extra costs. Project Specialist – Power Transformers (Oct./ 2004 – Mar./2010)After Sales Coordinator – Power Transformers (Jan./2003 – Sep./2004)Application and Sales Engineer – Medium Voltage Circuit Breakers (Jul./2001 – Dec./2002)After Sales Engineer – Power Transformers (Jul./1993 – Jun./2001)