• Successfully leading the product industrialization portfolio including the recent industrial transition from the former Proconve 7 and Euro 5 emissions product line to Proconve 8 Euro 6 • Initiated and leading the decarbonization industrialization journey (electromobility and alternative fuels) for trucks and buses in synch with the company sustainability targets.• Accelerates the digital transformation journey within manufacturing through the implementation of process simulation tools, virtual manufacturing, factory control systems, process connectivity, use of data analytics, additive manufacturing always focusing on the use of technology as the mean to significantly improve CO2 emissions, health and safety conditions and overall manufacturing effectiveness, both in the shop floor and in the office.• Sponsors the Focused Improvement team responsible to engage in the major losses and risks using proper methods and tools, resulting in cost reduction and risk mitigation. >400 CI projects delivering 50MBRL in hard savings and >50MBRL in soft savings + cost avoidance only in Manufacturing Engineering.• Sponsors the Operations Innovation Hub supporting access to open innovation and funding opportunities, technology exploration, competence development.• Developed additional capabilities to support increasing the operations ability to respond to customer customization needs with proved impact on sales profitability.• Enhanced the long-term scenario planning, decision making and execution through the implementation of a framework based on the three-horizon scenario.• Improved diversity by tripling the # of females in engineering, inc. 2 in leadership positions as well as developed an external program to enhance female recruitment with the startup Se Candidate, Mulher!.• Team Pulse engagement above 90%. Competence development and career path implementation for Manufacturing Engineering in progress.

• Successfully delivered the portfolio according to the Project, Product and Manufacturing targets (QDCFTSR).• Supported and improved the budgetary process, strengthening the governance and secure plant activities funding to deliver the business plan and reducing budget variances to less than 5%.• Restarted and consolidated the long-term industrial strategy and site Industrial Strategy, including the digital transformation roadmap.• Initiated the Agile mindset and toolbox deployment in the Project Office and connected functions.• Developed, coordinated, and followed the Local and Regional Content product roadmap and recovery program securing 100% local and regional content compliance to all required products.

Invited member of the Innovation Reference Center (CRI Nacional) which is a community of practice on innovation management. It works as a forum through which managers share their best practices, discuss challenging topics and interact with different agents in the business community. The CRI has five meetings throughout the year, which aim to seek the exchange of experiences, the development of knowledge and the improvement of innovation activities.

Neobusiness school, focusing on innovation and digital transformation competence development.

Our mission is to bring together executives eager for connections and lifelong learning. We area diverse community from different segments, regions and countries and we utilize our collectiveintelligence to foster our learning and boost our best version. We also aim at giving back to society bysharing our skills and experiences with those in need.

• As part of the global Supply Chain Extended Management team, Material Supply process development and Industrial Strategy Development network, I coordinated the region's SC Strategy planning, execution, and governance (7 plants and 5 support functions).• Assessed and developed suppliers' supply chain capabilities using lean tools and international assessment guidelines (e.g. MMOG-LE) ~ 900 suppliers• Developed and implemented the SC Optimization Program, which led to 3,5 MEuros savings in 1,5 years• Managed the team of global supply crisis leaders and portfolio within the region where we redesigned the risk mitigation and crisis management process to strengthen the Operations capabilities do deliver the S&OP.• Deployed lean principles and tools in the regional team and plants to improve their continuous and focused improvement culture, problem solving skills.

• As a team of 200 people responding for Supply Chain, Inventory management, Logistics Engineering and Projects, Material Handling, Production Planning and Outbound• Restructured the Logistics Department, implementing a strong Lean culture in all levels with significant improvements on different areas within safety, people, quality, delivery, and cost such as:o Overall inventory levels reduced by 120% (98% accuracy)o Safety Pyramid, risk hunting and Observe implementation in all MH teams – reducing to zero accidents with sick leave and 5 times less accidents without leaveo Team engagement from 60 to 80%o Efficiency program focusing on supply chain costs Cost Deployment and innovation program implementation – from zero to a regular average of 3 ideas/employee representing half of the hard savings within manufacturing.• Winner of the first Group Trucks Operations Award in the Performance category, a global recognition to outstanding improvements delivering company targets and deploying its culture• Sponsor of several strategic projects such as local content strategy, industrialization of the new Renault and Volvo Truck product range and former product line phase out, suppliers localization, component localization, new Body in Color plant, internal customs post, legal entity set up modification, factory digitalization, business model and industrial set up review.

As a team of 18 for the production material planning, control, inventory management and Supplier Relationship Management to Trucks, Bus and Powertrain areas, we: • Adjusted and reviewed the existing organization from functional to process oriented, improved the collaboration between the department and the different stakeholders within Logistics, Operations, Engineering, Purchasing and Sales.• Secured minimal disturbances to production both during 2008-11 down and upturn turn periods by strengthening our preventive work on the supply chain - focus on low performing suppliers, inbound and inventory strategy review, risk management and quality disturbances, Sales / Production Planning for forecast reliability.• Improved and developed tools and methods to minimize non added value and enable additional time for preventive and Continuous Improvement work.• Optimized our inventory levels and our rush freight costs by implementing Problem Solving principles• Strongly collaborated with the global development of different tools and processes as part of the Inbound Network.• Created, developed the way of working and implemented the pilot projects related to the extension of the lean principles into the supply chain.

As a team we managed the supply chain process of 2 different sites supplying batch, just in time and just in sequence a set of different auto parts to car manufacurers and other OEMs. There we:• Successfully merged the 2 organizations into one including full governance and masterplan redesign, full shut down and transfer of one of the plants with no impacts to the customer. • Secured all quality, environment and management required certifications.

As a team of 10 (3 direct), we:• Designed and implemented from scratch the entire logistics set up (physical and adm flows), implementing all inbound (local and import), internal and outbound flows (local and export), including customs and finance.• Secured all quality, environment and management required certifications.• Implemented ERP modules to secure some key processes.• Secured Customer Delivery Precision above 95% during all periods.

• Production planning and control, inventory management for finished goods;• Direct report to Plant Industrial Director;• Customer relationship, transport and customs management;• Support to material handling and warehouse activities;• Performance improvement on PPCP and distribution process also supporting EAQL / EAQF roll out, responding for the logistics related aspects;• Logistics Protocols and EDI implementation on the customers flow;• Project leader on hauler and customs brokerage service provider definition.

Production planning and control, inventory management for finished goods, reporting to Production Manager.Customer relationship, transport and customs management.Implementation of PPCP and distribution process routines also supporting EAQL / EAQF roll out, responding for the logistics related aspects.Logistics Protocols and EDI implementation on the customers flow.

In no longer than 15 minutes, we deliver customized books that turn children into protagonists of their own story aiming at boosting children's interest in reading. We use technology as a way to offer a unique experience to each reader. We are inspired by children's imagination and freedom to create their own narrative in a world where anything is possible.

Acting as responsible for exportation routines and paperwork internally and towards service providers (customs brokers, haulers and freight forwarders), suppliers and customers.

Acting as responsible for importation routines and paperwork internally and towards service providers (customs brokers, haulers and freight forwarders), suppliers and customers.Inventory management and control.

English as a second language teacher both in regular classes and as private teacher from beginners to intermediary proficiency levels, for children, teenagers and adults. Conversation practice for foreign exchange students prospects.