Reporting to CFO, with a team of 4 direct reports and 498 employees.• Strategy, negotiation, and supply chain management of Indirect Materials, Logistic Services, IT (Software, Hardware, Squads, etc.), Projects, Capex and Opex. Annual Spend of R$ 2.3 billion, for all business.• Development of the supply chain and procurement area from scratch, delivering 12.6% savings on average year over year, restoring leadership to Retail/Brazil. Digital and Organizational Transformation, introducing ESG (55% of operations in the clean energy program).• Development and training of local, regional, and global suppliers for extremely remote operations.• Implementation of the Contract and Third-Party Risk Management Program, mitigating labor and downtime risks by more than BRL 350MM.• Responsible for Maintenance, Facilities, Infrastructure, Security and Loss Prevention.• Operating licenses/permits for 29 CD's, Headquarters, regional/local operations (AVCB, ANVISA, Environmental, etc.).

Report to CEO Sterlite Brazil and Global SCM, with a team of 5 direct reports and 46 employees.• ExCO - Member of the Executive Committee.• Definition of strategy, negotiation, and management of the Supply Chain of Direct and Indirect Materials, Services, Logistics, IT, Projects, Capex and Opex with a budget of R$ 7 billion, for all businesses.• Training and development of local, regional, and global suppliers for remote operations.• Development and implementation of the Contract Management Program, in line with Sterlite rules, definition of Procurement rules, policies and procedures applied to the Brazilian market.

Reporting to CFO UHG Brazil and Global CPO UHG, with a time of 8 direct reports and e 323 employees.• Strategy definition, negotiation and supply chain management of MAT&MED, OPME, Services, Logistics, Projects, Logistics, IT (Software, Hardware, Squads, etc.), Capex/Opex. Annual Spend of BRL 3.5 billion, for Business Health Plans and Hospital Business (34 hospitals).• Development of the supply chain area that made it possible to become the largest UHG operation outside the US, delivering an average of 10.5% savings year over year.• Centralized warehouse operations from 5 to 2 hubs, in just-in-time distribution to 34 hospitals and 10 offices.• Definition of Procurement rules, policies and procedures applied to Brazilian market, Development and training of local, regional, and global suppliers for compliance with Brazilian operations.• Responsible for Engineering, Maintenance, Facilities, Real State and Amil Air Rescue operations.

Report to Global Procurement Director – Capital Projects, with 6 direct reports and 53 employees.• Strategy, negotiation, and management of the Supply Chain of Bulk Handling Equipment, Process Equipment, Automation, Electrical Systems, Energy Distribution, Automation, Metallic Structure, Engineering, Civil Works, and Construction Management, with a budget of R$ 3.2 billion for the entire portfolio of Projects worldwide, averaging 12.5% year over year savings.• Complete turnaround on Canadian Capital Projects, eliminating delays, avoiding high costs and completing the Long Harbor Nickel Project on time and on budget.• Multicultural leadership for Vale Capital Projects outside Brazil and development and training of local, regional and global suppliers for extremely remote operations. Implementation of new contracting and remuneration models, allowing for better supply alternatives and better mechanisms for the respective measurements (SLA).• Development and implementation of the “Vale Purchasing Model” for all categories.

Report to Global Procurement Director – Operation, with 6 direct reports and 75 employees.• Strategy, negotiation, and management of the Supply Chain comprising Fuels, Lubricants, Raw Materials, Explosives, Fertilizers, Transport of Handling Material, Steel Plans, Services, Logistic Services, Transport, Rent a Car, Catering Services, Dredging, Suppression of Plants, with a budget of R$ 6.1 billion, for the entire Global Operation, with average savings of 8.9%/year.• Multicultural leadership for Vale Operations abroad, including the development and training of local, regional, and global suppliers for extremely remote operations; new hiring and compensation models, allowing for better supply alternatives and better measurement mechanisms (SLA) ;and “Vale Procurement Model” for all categories.

Report to Procurement and Logistic Director, with a team of 5 direct reports and 57 employees.• Strategy, negotiation, and management of the Supply Chain of Direct and Indirect Materials, Services, IT, Logistics Services, Projects, Capex and Opex budget of R$ 2.1 billion.• Development of the supply chain and complete organization from scratch, leading COSAN to be the largest sugarcane and ethanol producer in Brazil, delivering 11.4% savings.• Development of cultural mindset for dual source supply avoiding operational disruption.• Implementation of the Cost Breakdown methodology, Should Cost Analysis and Category Strategy in Procurement.• Focal point for the merger of Esso and Shell JV (Roizen) in the Procurement process.• Definition of Procurement rules, policies and procedures applied to the Brazilian market.

GLOBAL COMMODITIE MANAGER – LATAM & NAR Report to Global Procurement Director, with 5 direct reports and 4 indirect reports.• Hedge strategy and execution for LATAM and NAR, based on market data, trends in aluminum, copper, and steel.• Definition of the strategy, negotiation and management of the Supply Chain composed of Colling System, Motors, Compressors, Aluminum and Copper Parts and Capacitors, with a annual spend of R$ 1.8 billion/year and savings of around 7.5%/year.• Materials Planning and Quality Control Department support for supply and execution.• Focal point for new projects and cost reduction projects• Permanent member of the Global Whirlpool Develop Supply Team.

REGIONAL COMMODITY MANAGER – LATAMReport to Regional Procurement VP LATAM and Global Procurement Director, with 4 direct reports and 3 indirect reports.• Responsible for LATAM hedge strategy and execution based on market data, trends in aluminum, copper.• Responsible for strategy definition, negotiation and managing a Supply Chain comprising Colling System, Motors, Compressors, Pumps, Heating Elements, Glass, Aluminum and Copper parts, and Capacitors, with an Annual Spend of R$ 540 million, delivering saving around 9,2% year over year. LATAM Material Planning Department and Quality Control support with supply and performance. Focal point to LATAM technologies centers for new projects and in cost reduction projects. • Permanent member of Global Whirlpool Develop Supply Team.

Report to Regional Commodity Manager, with 3 direct reports.• Data generation and management to support the strategy and execution of LATAM hedging based on market data, trends in aluminum, copper, and steel, and to define strategy, negotiation and management of the Supply Chain composed of Colling System, Steel, Motors, Compressors, Pumps, Heating Elements, Glass, Aluminum and Copper Parts and Capacitors, with an annual cost of R$ 540 million/year, generating savings of around 6.2%/year.• Permanent member of the LATAM Whirlpool Develop Supply Team.