Responsible for the operations of 5 beverages sites

► Leader responsible for implementing the production and logistics departments of a Brown Field-type project for a startup company to produce 230 tons per day of glass bottles.► Played a key role in the reconstruction and refurbishment of the plant supporting technical areas in the planning, prioritization and execution of critical stages of the pre-production phase of the project.► Maintained important intermediation with the main customer: developed and executed the deliverables and milestones timeline as well as obtained the safety, quality and production processes approval to dispatch and deliver the products.► Coordinated the installation and commissioning of critical production equipment with internal and contractors’ technical teams. Actively participated in the implementation of the SAP system and the production systems.► Developed the organization chart, hired and trained all the production and logistics teams of the unit totaling 60 direct employees, 10 of which were leadership.► Designed and implemented all production and logistics processes and routines, from the reception and processing of raw materials to the manufacture, inspection, packaging, storage and dispatch of finished products.► Focused and improved the so called “cold-end” department leading both the production and maintenance teams to maximize plant output by reducing unplanned downtime and product quality rejects.

►Strategic leader within a group of three industrial plants located in Barbados and Saint Vincent that produce over 150 different beverage SKUs and export to markets in Canada, the US, England, and the Caribbean. ►Oversee a staff of over 320 employees in addition to playing a lead role in the development and implementation of internal processes and procedures. ►Consistently improved internal metrics which included reducing occupational injuries by 62%, increased safety process implementation from 2% to 71%. ►Improved quality metrics which included a 35% reduction in microbiological contamination at the Barbados location and 13% across other sites along with reducing customer complaints by 12%.►Demonstrated ability to improve human resources metrics including an 18% increase in employee satisfaction, 30% reduction in absenteeism, 77% reduction in turnover (Barbados), and 27% reduction in overtime. ►Successfully increased productivity by 10%, reduced fixed costs by 18%, reduced variable logistics costs by 29% (Brewery), and reduced variable industrial cost by 10%.

►Led supply chain operations which included developing both 1-year and 3-year strategic plans with a focus on ensuring customers are consistently provided products at the right time and price. ►Identified opportunities to minimize costs and inefficient processes, analyzed complex data, and completed in-depth data modeling. ►Spearheaded the implementation of CAPEX projects valued at over $200MM in addition to successfully saving over $5MM due to the completion of capacity and capability projects.►Increased industrial asset utilization by 9%, coordinated the purchase of a competing brewery located in Rio de Janeiro, and proposed the closure of four inefficient breweries.

►Oversaw a group of 43 production lines across 11 beer and soft drink plant with a concentration on improving metrics, auditing local production teams, and identifying key performance indicators. ►Led a global project centered on improving flexibility of production lines in addition to acting as the Internal Task Force Team Lead. ►Reduced changeover time across 37 plants by 25% through the implementation of flexible processes and a SMED tool application along with increasing gross line yield indicator by 11% (Cuiaba Brewery) and 16% (Amazonia Brewery).

►Promoted to a Production Manager for the Brasilia Plant (2007-2008) and then transferred to manager the Rio de Janeiro Plant (2008-2011).►Oversaw a group of four production lines that staffed a group of 20 Engineers and 320 Operators focused on processing beer returnable glass bottles. ►Played a lead role in a project aimed at expanding production capacity which required hiring/training new team members and consistently monitoring plant metrics. ►Increased line efficiency by 17.6%, improved plant capacity by 30%, and reduced production loss by 25%.

►Directed daily administrative functions across a group of three product lines with a concentration on implementing new processes and diffusing escalated operational issues.►Used the PDCA method to reduce gaps in productivity across 13 product lines along with leading a Green-Belt project which improved production by 20% of an under-performing production line.

►Developed innovation projects, cost reduction projects and strategic projects involving the development of new packages and packaging materials such as cans, glass-bottles, shrink film, paper labels, adhesives and paper cartons.►A Green-belt project was developed to reduce rusting of metal caps by 15%.►Developed all the packaging materials of the first global brand resulted from the merger of Interbrew with Ambev then called Inbev.

►Coordinated a production can line (beer and soft-drink) staffed by a team of 26 operators and 4 supervisors. ►Implemented specific projects and routines to improve both productivity and quality raising the line efficiency from 61.7% to 92.1%. ►Developed several studies to reduce the changeover time between products.

►Supervision and management of the beer returnable glass-bottle line composed by a team of 20 operators. ►Increased the line efficiency from 60% to 80%. ►Implemented tools to improve productivity and quality, such as 5S, Process Standardization and Autonomous Maintenance.►Managed and controlled production costs reducing labels and caps losses by 7%.

►Process engineer responsible for the first shift of production.►Developed teamwork to reduce the changeover time in the lamination and coating window films.►Conducted research to improve production flexibility of machines.►Developed accessory parts for machines to maximize productivity.