• Participated in company startup/founding, working intensely on developing the Business Plan and the Strategic Commercial Plan. Responsible for Commercial and Business Development areas.• Participates actively in managing Administrative-Finance, Operations and Engineering areas.• Spearheaded initiatives to attract investments.• Led the company in two Startup Acceleration Programs (Vetor AG and Okara Hub).• Works on the Presale and Sales process, and on active prospection of potential customers/prospects.• Develops business/customers and partnerships, mainly in Infrastructure, Construction, Environmental, Real-Estate and Energy sectors, with companies such as Andrade Gutierrez, Camargo Correa Infraestrutura (CCIinfra), Odebrecht, Alphaville Urbanismo, Engeform, Matec Engenharia, TUV Rheinland, SpaceTime Labs, MPD Engenharia, Construtora Fonseca e Mercadante, Brookfield, CRR Construções, EZTEC, Medral Engenharia, Remo Engenharia, RFM Porto Ferraz, Tegra, BASF, Ambar.• Closed and established contracts with 3 of the 5 largest construction companies in Brazil.• Responsible for development of pricing strategies and price modeling, Budget and Profitability (P&L) development and management, and corporate KPI management.• 2019 100 Open Startup Award – Top 10 Computational Vision.• Business Unit leadership focused on technical consultancy in aircraft and engine transition (delivery/redelivery), maintenance planning, airline certification and MRO, technical monitoring of maintenance checks, warranty management, review of engine invoices.

• Worked on intention agreement in the joint-venture between Levitar and SpaceTime Labs, focused on deploying Sugar/Ethanol Artificial-Intelligence and Machine-Learning based computational-view solutions• Structured business development process and governance. Structured and led company Presales and Sales processes, answering for negotiations with customers.• Developed commercial strategies, led commercial developments focused on Agricultural Sector sales scaling. • Answered for solution pricing models.

• Managed the Operations Planning area, responsible for fleet management and planning all aircraft-fleet maintenance activities at around 55 Gol bases. • Responsible for the S&OP process involving Network Planning, Operational Control Center, Maintenance and Supply , providing alignment between demand, internal production capacity, outsourcing, aircraft availability and optimization of service to the Company flight network.• Answered for Service Planning and Control, Materials Demand Planning, Maintenance and Routing Control (24h/7d team), Maintenance Program, Technical Records Management, AMOS Competence Center (ACC).• Supported budget modeling/review for the entire Directorate, providing all short-, medium- and long-range planning parameters.• Led a project with Boeing consultants to change maintenance strategy, reducing costs and maintenance bases from 55 to 12.• Led a maintenance program optimization project, reducing the number of fleet out-of-service days, labor-force and material demand, attaining an impressive annual reduction.

• Executive responsible for the Quality area, working on data analysis, development and implementation of management tools and aid for decisions, continuous improvement, and process standardization/optimization. • Answered for the Quality and Risk Management System, and Directorate performance (KPI) management.• Led Continuous Improvement, Reliability, Quality Control, Norms and Procedures, Technical Publications and Qualification areas.• Implemented Lean culture, promoting Lean Six-Sigma training with support from GE Company for the entire Directorate leadership. Established a program to capture ideas for efficiency improvement and cost reduction (reaching around 2,700 people).• Implemented a project to review cost structure and costing process. Responsible for drafting analytical reports on maintenance costs and Gol focal point on international Maintenance Cost Benchmarking forums. • Implemented the project to develop a Performance Indicator Panel (KPI) in Quality, Efficiency and Costs in all Directorate areas. • Accumulated the position of Webjet Linhas Aéreas (Gol Group) Technical Executive Responsible for company fleet management from November 2012 to September 2014.• Spearheaded negotiations with suppliers, relations and negotiations with government agencies.

• Managed a team of 20 quality auditors and analysts, responsible for annual planning and coordination of quality-auditing processes at airline companies (TAM, VARIG, GOL etc.), and certification processes in maintenance and supply management areas. Led over 60 Quality Audits at air-transport companies and MROs in Brazil, USA, South America, Europe and Asia.