- Led a process/organization/system restructure in the Industrial department, following the SAP implementation, increasing weekly production in 50%- Led a project to build an eletronic factory in Jaraguá do Sul, transfering the whole industrial operation there in August 2022

- Managed the rollout of the WEG SAP template to V2COM- Integrated Service Desk, network and other IT backoffice services with the group

Strategy and management consultant

- Conducted RFP to select the main consultant company responsible for the project’s execution, supported by the CIO and the global SAP Team- Led project to rollout the global SAP template to the Tereos business units in Brazil, mobilizing over 100 FTEs between employees and consultants- Coordinated multifunctional effort between 5 different areas to create and deliver the final cutover plan

- Was responsible for managing IT in Brazil, reporting to the subsidiary CFO and global CIO- Defined and managed the IT budget, Capex and Opex- Maintained infrastructure and applications service levels, for all Tereos companies in Brazil- Redesigned process to capture, prioritize and execute IT projects, applying Project Management best practices- Restructured the IT department and its suppliers, achieving greater flexibility to meet Tereos needs and closer communication with business areas- Outsourced the Service Desk, what significantly increased service level at the same cost- Supported, through a series of IT projects, a corporate effort to reduce the company’s fiscal exposure- Led a datacenter outsourcing RFP, as per local and global requirements on security and availability- Coordinated in 2017 the Hub Uniagro – group that puts together the top IT executives from 15 of the main agrobusiness companies in the São Paulo state

- Implemented BAT’s global Finance Service Center model in Brazil- Recommended and approved the project Business Case, along with a detailed plan that successfully delivered 13 project ‘workstreams’ between March 2010 and March 2012- Led funcional team of 3, plus part-time consultants, throughout the project lifecycle- Represented Souza Cruz in global discussion forums for Finance (transactional) process standardization, recommending changes to global standards or local practices as needed- Key results: Development of an outsourced Service Desk for the São Paulo FSC, implementation of a SAP-based invoice 'Scanning Solution', redesign of Procure-to-Pay processes and structure, and standardization of Finance Master Data - including transfer of its transactional tasks to the BAT C.Rica FSC

- Reporting to the Global Project Manager, was responsible for planning and control in the most important IT project globally at BAT, an initiative to develop and deploy a global CRM - Customer Relationship Management - system- Recommended and approved, supported by a global multifunctional team, the detailed project plan, as well as opening and closing reports for each project stage- Used PRINCE 2 (project mgt. methodology) and other project management and financial procedures considered ‘best practices’ by internal audit and external consultants- Conducted RFP to select the project’s main consultant partner, amongst global leaders in SAP development

- Reporting to the Latin America Project Manager, was the technical responsible of a regional effort to consolidate SAP instances and finance/supply chain business processes in the region- Led a team of 14 BAT employees in the areas of infrastructure, SAP access control and Application Development. Managed 3rd-party consultants and service providers- Selected a consultancy partner to deliver the project, which involved global leaders in SAP development. Achieved significant cost reduction (USD 1.5 million) by means of a regional Master Agreement concept- Delivered the project’s 1st phase (Brazil Technical Upgrade) in 2006 and the 2nd one (Chile, Colombia and Peru rollout) in 2007 within scope, budget and schedule. Managed the transition between the project and the on-going support team.- Developed a functional and technical governance model to handle future changes in the regional SAP. This model was approved by the Souza Cruz and Latin America management boards, as well by global IT management- Implemented a Latin America ‘SAP Solution Centre’, with a forecasted annual budget of USD 8 million, to maintain SAP in the region and continue its future development

- Reporting to the CIO, led a team of 17 IT professionals at Souza Cruz, the 5th largest privately-owned company in Brazil and one of the 3 leading BAT subsidiaries worldwide- Responsible for giving medium and long-term technology direction to Souza Cruz, devised roadmaps and ‘white papers’ for emergent technologies such as “Thin Client”, Wireless LAN, RFID and VoIP. Represented Latin America at the BAT Global Technologies Council, which met regularly to define global standards and validate new IT solutions- Performed in-depth restructure of the IT area by reviewing roles, motivating work teams and creating processes to better manage and prioritize projects- Led a team responsible for delivering a project potfolio of USD 2.5 million per year in the Networks, Infrastructure, Telecommunications, BI, DW and Office Automation fields;- Introduced a project mgt. methodology (PRINCE 2) on a corporate level, with the sponsorship of Souza Cruz´ CEO

- Reporting to P&G Brasil´s CIO, was responsible for all Electronic Commerce projects and operations, increasing sales productivity by 25% over a 2 years´ period. Key projects were the development of a B2B Customer Portal and the expansion of electronic order acquisition through EDI, VMI and the Web- Upgraded SAP in Brazil at a total cost of USD 2 million, in record time. Managed a multifunctional team and coordinated efforts with other departments/other Latin American subsidiaries;- Co-led the Electronic Commerce committee at ECR Brasil, a non-profit organization which sponsors and publishes supply chain best practices, supporting efficient cost reduction at the industry and retail . Participated in pilot projects in the areas of Global Electronic Catalog, RFID (ePC) - Radio Frequency Identification and CPFR - Collaborative Planning, Forecasting and Replenishment- Performed an in-depth financial and operational analysis of one of Brazil´s largest B2C sites and recommended changes for the purpose of reducing annual losses of USD 5 million

Managed 2 sales districts in Brazil, implemented multi-functional teams with key accounts in R.Janeiro and Recife

Sales Technology consolidated all technology projects within the commercial department, such as:- Sales (Order Acquisition/Entry) automation- BI implementation and sales reporting standardization- SAP R/3 customization

- Sales Training, Recruiting and Development Manager Brazil (Jan/95 - Mar/96)- Trade Marketing Manager Brazil (Apr/93 - Dec/94)- Area Manager NE, implemented the first exclusive distributor in P&G Brazil (Jan/92 – Mar/93) - Sales Representative in Monterrey, Mexico (Oct/90 – Dec/91)