Subordination/Reporting: Board of Directors.Team Management: 48 direct professionals and 20 outsourced professionals.- Responsible for creating, managing and traction Startup in the vehicle rental sector with a business model based on the shared and circular economy. The company had a fleet of 220 shared vehicles serving more than 42 thousand users in 7 Brazilian states and 37 cities, with a total team of approximately 70 professionals, positively impacting people's lives and society. The company was sold to a large automotive group that began to exercise its control.- Chosen as the most innovative startup in sustainable logistics at the 2022 Green Fleet and Freight Seminar, held by the BESC Humanities Institute with a view to companies that are more in line with ESG precepts, having avoided the emission of approximately 90 million tons of CO² per year* , since 2021, in the atmosphere, according to indices established by IMEA;- Winners of the Urban Mobility Challenge “SEPLAG Challenge at FIEMG Lab”, proving the efficiency of vehicle sharing in a corporate environment. In the project, with the Administrative City of the State of Minas as its environment, the reduction of 1,646 vehicles (52% of the fleet) between own and outsourced vehicles was promoted, generating real savings of R$23MM in two years;- Winners of the “Condominium Life” Challenge, promoted by Mithub + Cyrela, the “Lello Labs” Innovation Program and, finally, the “CEMIG SIM at FIEMG Lab” Electric Mobility Challenge, being chosen as the best electric mobility solution among 77 companies in Latin America. The Program was developed into an electric mobility project for the state of Minas Gerais;- Creative thinking, business modeling, products and branding development;- High ability to adapt to changes and quick learning;- Positioning and defining digital marketing strategies and actions, Growth Hacking, Customer Success, among others.

Subordination/Report: CEO.Team: 102 Professionals, 03 of whom are directly subordinate to Management.- Leadership of the company's rebranding and repositioning strategy in the market, combining technical expertise with the digital transformation movement of society and the innovation and entrepreneurship ecosystem;- Definition of mission, vision and values, which guided the repositioning of the brand, generating connection with the public and influencing purchasing decisions, in addition to managing diverse creation and content demands;- Creation of new businesses and opportunities in new market segments, which led the company to win important contracts and recognition such as being elected the best technology supplier in Latin America by FCA, in addition to numerous trophies in Open Innovation Programs carried out by companies renowned as Arcelor Mittal, Fiemg Lab, FindesLab, among others.- Development of culture and structuring of the People & Management area, creating Policies, Processes, Code of Conduct, Career Plan, performance assessments and having led the process of obtaining GPTW (Great Place to Work) certification and implementation of management programs internal rewards, with criteria related to the generation of commercial leads, recommendation of professionals for hiring and content generation;- Development of a proprietary methodology for project management, combining world-renowned standards such as Scrum and PMBOK, in a playful, relaxed and inclusive approach, for a heterogeneous and multidisciplinary team;- Consultancy and assistance in the market repositioning of companies within the corporate group;- Creation of a carsharing product capable of reducing fleet idleness, costs and expenses, in addition to demobilizing assets and generating cash, without losing efficiency in transporting services;- Advising large industries on digital transformation processes;- Lectures and mentoring in acceleration programs, companies and Executive MBA.

Subordination/Reporting: Shareholders.Team: 12 direct professionals, in addition to outsourced teams for specific services.- Responsible for structuring Raja Valley, a vibrant ecosystem of entrepreneurship and innovation in the country's most innovative capital, Belo Horizonte, combining a real estate occupation strategy with a service offering, and a strong value proposition supported by networking with major players, investors, and investment institutions. teaching, in addition to countless other competitive advantages in an environment with a strong incidence of serendipity. Before the project, the family that owned the property where the hub was established was accumulating losses due to high tax and maintenance expenses. Through a very low investment (limited to R$500 thousand reais) and in a very short period of 120 days, specific improvements were carried out that enabled the rental offer of 2,500 m² which, after 8 months, started to generate a net profit of approximately R$300 thousand reais per month, reaching project and investment breakeven in just over a year;- Structuring team and business processes in the Commercial, Marketing, Financial, Administrative, Accounting and operational areas. Strategic business management, planning, setting and monitoring goals.- Conception and leadership of the Raja Ventures LAUNCH Program, a business pre-acceleration initiative carried out by Lemonade, whose objective was to select thirty projects and entrepreneurs with strong potential for innovation/disruption and in alignment with pre-established investment theses;- Structuring a portfolio of startups aligned with the investment theses determined by the shareholder and subsequent structuring of an investment fund in startups that, within less than 12 months, had already made their first exit and return from operation. Currently, the fund currently has more than 100 startups, having become one of the largest in Brazil.

Reporting/Subordination: Construction Administration Superintendence and Engineering Directorate.Team: Approximately 200 direct professionals, including all Administration and DP at construction sites.- Administrative management of civil works that totaled approximately R$4Bi of PSV in the states of MG, SP, RJ, DF and GO, and temporary work in AM and CE;- Leadership of personnel department teams, guided by the application of CLT, IN971 (outsourced management) and NRs (bed management), ensuring full adherence to labor and social security laws and strict compliance with deliveries scheduled for production teams of approximately 15,000 professionals at the time, whether direct or outsourced professionals;- Experience of mobilization (and demobilization) of physical structures and personnel on construction sites in different Brazilian states;- Management of crises and conflicts on construction sites;- Relationship with unions and participation in collective negotiations;- Management of budgets and payment processes for regional offices under his responsibility.- Creation of the Corporate Asset Management Policy, defining strategy and mapping processes at all levels of the organization, with formalization in operational, tactical and strategic regulations. Through the new Policy, the company stopped acquiring assets for works for two years which, historically, represented savings of R$7 million per year.- Creation of a corporate rental management policy, generating operational and financial gains, with annual savings of R$1.5MM, in addition to eliminating the risks of labor and civil liabilities arising from the informal management of these demands.- Creation of the corporate Fleet Policy, through which annual savings of R$1.3MM were generated on vehicles and fuels, in addition to the sale of expendable assets.

Reporting / Subordination: Works Directorate and Executive Directorate.Team: 70 Professionals, including 3 Coordinators, 2 Managers and outsourced team.- Review of the operational structure of the Accounts Receivable, Accounts Payable and Treasury teams;- Implementation, monitoring and measurement of the performance of the Accounts Receivable, Accounts Payable and Treasury (Payment) processes;- Responsible for the mapping project and review of the Administrative and Financial Directorate's processes, working from operational to strategic and reporting to the Executive Board and Council;- Management of Accounts Receivable, Accounts Payable, Treasury and Accounting areas;- Revitalization of Microsiga's ERP, with subsequent migration to a version updated by TOTVS;- Cash Flow Management;- Financial planning;- Crisis Management;- Renegotiation of contracts;- Fundraising from banks;- Development of a project for corporate knowledge management, defining processes for retaining and sharing the knowledge generated;

- Raising the level of corporate maturity in project management from level 2 (Known) to level 3 (Standardized), according to INDG's MMGP model;- Linking the Construction and Project Management Methodology to the company's Profit Sharing Policy and the knowledge management initiative, in addition to identifying possible performance identifiers for the areas involved and strengthening existing administrative procedures;- Creation of Diedro's Construction and Project Management Methodology, in a didactic and enlightening approach, with regulations that communicate at strategic, tactical and operational levels, in addition to guides and annexes that offer autonomy in executing the processes to the professionals involved;- Creation of the "GP DIEDRO - Agility with Planning" initiative whose objective is to disseminate a corporate culture oriented towards planning and results, sharing strategy, objectives, results and recognizing professionals;- Frequent presence at the company's construction sites, offering consultative support to professionals, developing people and disseminating management processes;- Responsible for internalizing the project management initiative and disseminating the use of Diedro's Project Management Manual;- Responsible for the company's Works/Projects Office, having advised on the management of 14 simultaneous works/projects that together amounted to a portfolio of approximately R$300MM in contracts, allocating more than 3,000 professionals, among 15 Works Managers and 13 Planning Engineers , over a period of 2 years.

- Acting as Leader of the IT Project and Process Management Cell, working on the design and definition of ITIL Project and Process Management Standards and Procedures (Management of Changes, Releases, Incidents, Problems and Configurations), based on international standards of market, such as ITIL, COBIT and PMBOK; - Team coordinator responsible for raising the level of maturity in Ger. Projects to be defined (Maturity Level 3, according to Cobit, for PO10) and managed and measurable for Change Management (Maturity Level 4, according to Cobit, for AI6) in a financial institution, approved by a renowned national consultancy company;- Responsible for implementing the Microsoft EPM solution in the Bonsucesso Group. The project was considered by Microsoft as one of the five best done and most relevant cases of software implementation in Latin America and was presented at the product's annual event in 2009, in Phoenix, in the state of Arizona, in the United States, in addition to other presentations, with emphasis on the PMI-MG event and Mundo PM magazine;- Expertise in strategic planning in the IT area and management support tools such as defining Strategic Maps, preparing SWOT analyzes and defining and applying the Balanced Scorecard (BSC);- Responsible for the creation and development of the “GP Bonsucesso – Speed with Planning” project, which combined IT strategic planning with the Microsoft EPM platform. The project broke down the strategic objectives by area, with specific visualization of projects and deliveries that, when achieved, guaranteed relevant awards to those responsible, all in a visible management environment. As a result, the project substantially increased the levels of evaluation of time, cost and quality of projects, in addition to increasing deliveries and evaluations in the Service-Desk area, which was evidenced in an executive survey carried out with other business areas and , above all, Presidency.

- Acting as Information Technology Project Manager and Senior Consultant for the Microsoft Enterprise Project Management (EPM) solution, having worked in large companies from different segments and industries such as telephony, mining, finance, civil construction, government and service delivery;- Leader of the Project Office and responsible for advising Project Managers in planning IT demands and projects, from acquisition to implementation;- Responsible for defining, reviewing and disseminating management methodologies and tools, promoting training to multiply knowledge;- Responsible for managing performance indicators and managing problems in projects, involving the responsible management (risk analysis);- Knowledge of tools and strategies for creating plans and procedures for management systems and operational flows;- Acting as an instructor for official Microsoft Office Project, Microsoft EPM and Project Management courses, being certified as an MCT (Microsoft Certified Trainer).

- Acting as Vice-President of Programs for the Minas Gerais chapter of PMI. Responsible for developing technical events, structuring volunteer programs and promoting the chapter and institution in companies and educational institutions.

- Development and implementation of a project management methodology (based on PMI), establishing a project portfolio management routine with the entire team;- Development of a panel to monitor projects and indicators by the Presidency and Board of Directors;- Implementation of Microsoft EPM, version 2003, and training and development of professionals involved in the organization's various projects;- Implementation of project budget management, improving control and measurement of results;- Acting as Project Office Manager, being responsible for implementing this structure in the company and for the training and development of professionals involved in managing works and projects.

- Product manager for BHS Portal, a platform for developing corporate portals (Internet, Intranet and Extranet), developed and customized in SharePoint Services. Responsible for implementing and maintaining the product for clients such as Telemig Celular, Amazônia Celular, Ale Combustíveis, Sistema FIEMG, FCA, MBR, among others;- Expertise in Corporate Portal implementation projects, defining content taxonomy, process flow and content publication in large companies;- Knowledge of various Information Technology segments, products and solutions, which provided a systemic and strategic view of organizations;- Structuring new products, from marketing strategies to pre- and post-sales commercial activities;- Experience in relationship marketing and corporate customer loyalty;- Expertise in Knowledge Management projects, with significant experience in developing information flows for retaining and sharing information;- Responsible for introducing the culture of project planning and management into a team of development and IT infrastructure analysts, being the instructor and multiplier of knowledge of management methodologies (PMI and COBIT) and tools (Microsoft Project).- Between 2003 and 2006 he carried out voluntary work with PMI-MG as Vice-President of Programs. The appointment was made as a result of strengthening the relationship with the institution and promoting its content in the market.

- Negotiation of service provision contracts with appropriate prices and establishment of commercial partnerships;- Monitoring, control and analysis of construction costs;- Development of appropriations of construction materials for quality verification and best application practices;- Experience in coordinating the implementation of Total Quality Programs (PBQP – ISO9000);- Participation as a key user of the materials and services management (MM) module of the SAP ERP, version R3;- Experience in implementing different budgeting software;

- Project copyist, passing on the sketches prepared by the engineer-designer for projects in AutoCAD;- Project copyist, passing on the sketches prepared by the engineer-designer to final boards, using an ink pen.