Reporting to the CEO and leading a team of 6 Managers and 1,600 indirect employees, served as the Director responsible for 2 ethanol production units and the areas of Preparation, Planting, Cultivation, Harvesting, Transportation, Production, Maintenance, Health, Safety, Environment, Engineering, Quality, Competitiveness, and Management. Annual budget of BRL 800 million.• Developed and implemented a Master Plan to maximize the production process, with a 15% increase in sugarcane processing capacity, reaching 5.4 million tons per harvest;• Participated in the implementation of 2 greenfield corn ethanol production plants (Neomille - Chapadão do Céu/GO and Maracaju/MS) with processing capacities of 860,000 and 600,000 tons of corn respectively, and investments exceeding BRL 1.5 billion;• Developed and implemented a project called “Full Potential Plan” with an additional generation of BRL 55 million in EVA, through the maximization and optimization of assets in 2 years;• Drafted and implemented a plan to improve the internal climate, being recognized for 3 years as a highlight among the large companies in the Incredible Places to Work Award (FIA) and Great Place to Work;• Strengthened the management of labor liabilities processes with a significant reduction in new cases (70%) and litigation expenses (BRL 20 million);• Redesigned routine management with a focus on process stability and statistical control (SPC);• Implemented the operational management model focusing on agile methodologies, reducing 2 levels in the organization;• Enhanced the team’s analytical capacity through the incorporation of the 6 Sigma methodology;• Acted in the creation and implementation of a plan for cultural change in safety with a significant reduction in total accidents and achieved zero accidents with absence;• Worked with the CEO to create the organization’s ESG Agenda, defining objectives, goals, KPIs, and action plans to achieve results.

Reporting to the Executive Director and leading a team of 6 Managers and 700 indirect employees, was responsible for the operation of the industrial plant in Bragado, Buenos Aires.• Implemented a new permanent raw material inventory model, reducing inventory discrepancies by 52%;• Worked on cultural change with a focus on infrastructure, processes, and people, allowing for the elimination of accidents with absence and a 45% reduction in total accidents;• Restructured the Maintenance team with a focus on improving asset reliability;• Developed the management team to promote a culture focused on high performance and teamwork;• Reorganized the routine of the operational areas for greater clarity and focus on the functions of operational and staff roles;• Implemented a pilot project of management by self-managed teams allowing greater autonomy of the operational base.

Restructures the operation team and governance model at Resende steel plant to succeed in planning and executing an improvement performance plan to increase the output production and cost reduction.

During the period working in APDR I had the challenge of making a coaching with the new CEO, contributing with his rapid adaptation to the culture of the Votorantim Group.Governance model review promoting better understanding of the leadership roll.Definition of strategic guidelines for better company alignment.Developing of a “turn around plan" for improve the company results.

Redefinition of the service politics and logistics network to support the growth strategy of the company.Structuring the area of integrated logistics responsible for the optimization flows (direct and inverse) of materials, products, services, business processes and information.Mapping and restructuring the company's purchasing process allowing a reduction in the total time for activation of a request and reduction of purchases and invoices retained.

Implementation of Due Diligence and PMI (Post Merge Integration) in Acerbrag to define the plan for integration and value capture, managing a multidisciplinary team of 80 people composed of Brazilians and Argentines. Strategic Planning: Development of the 5 years strategic plan. Implementation of programs and management tools such as: Balance Score Card, Daily Rutine Management and 5S, intended to ensure the quality and productivity of production processes. Structure of the Sales and Operations Planning Process that allow a greater interaction between the areas of the company with consequent improvement in quality of the planning process. Support in the implementation of HSE Practices (Health, Safety and Environment). It permit a substantially reduce on accidents on the plant and help developing a greater social and environmental awareness in the company. Implementation of the Performance Management Process through the definition of KPI (key performance indicators) and a systematic monitoring and analysis process.

Merger and Acquisitions (M&A)Participation on 3 M&A processes in Brazil, Peru and Argentina, conducting PMI (Post Merger Integration) programs for Steel, Zinc and Nickel Mining and Metallurgy operations.Strategic Planning and Business SystemSupport for elaboration of Five Years Strategic Plan. Coordination of operational performance analysis and improvement integrated process, for Nickel, Zinc and Steel businesses.Implementation of management program and tools for quality assurance and productivity, including Six Sigma, Best Practices, Benchmarking, and others.Coordination of the Best Management Practices Program of Votorantim Metais.Responsible for build an integrated operating system at Votorantim Metais.Costs controlling and budget management.

Industrial Maintenance:Work in implementation of electrical maintenance preventive plans for power station facility. Control and manage of the annual budget and contratcs.Utility Production (Steam, Water, Energy, CO2, Compressed air and Oil):Plan, organize and direct daily operations. Assign, co-ordinate and review technical work. Oversee the analysis of data and information. Oversee the preparation of reports. Advise senior management. Plan and control budget and expenditures. Develop and improve the performance of a team with 62 employers.Project Management:Manager of several projects with detach for the installation of an electric boiler that allowed R$ 26 million per year of cost reduction in steam production. Balck Belt in a project that allowed R$ 400 tousand of cost reduction per year with oil through increasing the performance of oil boilers. This project wins the PROCEL award (a national prize of Conservation and Rational Use of Energy), regional step.