As the Strategic Project Manager, I am responsible for leading high-impact projects that drive cost efficiency, streamline operations, and enhance logistical frameworks across the organization. Reporting directly to the VP of South America, I work closely with cross-functional teams to deliver strategic objectives that align with the company’s growth and operational goals.

Responsible for a team of 205 people. In charge of 54MR$ annual budget. Piloting a transformation to meet 40% demand increase implementing 100MR$ investments capacity increase and process improvements in product testing facilities.

CTO Deputy - Responsible for a team of 43 people. 1600+ initiatives delivering more than 750MR$ savings in the P&L. Reduction of 320 FTE through workstation improvement in 20/21 Management of 45+ six sigma projects and 240+ Continuous improvements groups.

Set up the Transformation Office conducting the diagnosis on both performance and organizational health.Responsible for a team of 5 people. Conduction of key initiatives to lever performance (Workstation optimization, short term capacity increase, production and information flow optimization).

Managed customer local teams to achieve specific targeted results related to performance improvement. Glass Serigraphy - 50% reduction on set up time (SMED); Tractor assembly line – increased 40% the productivity of the line (just in time); Steelmaking - 40% reduction on set up time (SMED); Ceramics - 40% increase on productivity (just in time); Plastic injection - Daily management routine implementation (lean routines); Plastic extrusion - Pull Flow (just in time)

Key responsibilities: -Development of the Vallourec Management System (Based on the Lean Management Concepts); - Support and train operators, engineers and managers on the Lean Management principles; - Kaizen Team coordination and coach; - Coordination of a team of lean engineers aimed on developing the lean culture in the company. - Coordination of cost reduction actions in the domain of a cost reduction plan. - Promote benchmarks

Reporting directly to the Plant General Manager, my role was to develop the first Lean Manufacturing flagship in the plant. I was focused on implementing a lean management culture on a Coupling Shop (production area with around 130 employees) which was considered, at that time, as a "Greenfield" (less than 1 year of operations).During that period my key responsibilities were:- Development of the Vallourec Management System (Based on the Lean Management Concepts); - Support and train operators, engineers and managers on the Lean Management principles; - Kaizen Team conductor;- Steer a project for implementation of a Just in time organization in a production cell;- Analysis and improvement of the industrial performance through OEE;- Variability control through standardization and implementation of ergonomics and ergomotivity analysis to the workstations; - Efficiency and process flow analysis.The main results were:- 90% reduction of production lead-time on the perimeter through work in progress reduction;- Around 90% increase on productivity (parts/men*hour);- 5s culture spread among the operators;- Development of autonomous maintenance concepts (first steps);- Development of management routines for improvements and standardization.