. Implementação do programa Lean Six Sigma na organização com a realização de treinamentos e certificação de Yellow Belt e Green Belt, mentoria e capacitação, além do acompanhamento/mentoria na execução de 45 projetos de melhoria contínua, projetos esses com saving de aproximadamente R$ 25,5 milhão/ano.. Responsável pelo desenvolvimento de uma cultura de melhoria contínua na organização, sua difusão, comunicação interna, disseminação em todas as áreas, bem como a implementação por meio de metodologias como: Lean, Six Sigma, Lean Office, Gerenciamento por Fatos, Agile, entre outras.. Desenvolvimento e implementação de projeto Black Belt objetivando otimização de processo e diminuição de custo de produção, trazendo um retorno/saving de aproximadamente R$ 18 milhões/ano.. Gestão de equipes de melhoria contínua, avaliação de Desempenho, feedback, acompanhamento do ciclo de vida dos colaboradores, além de gerir conflitos e direcionar atividades.

.Development operational model, processes and procedures for integration the companies acquired by M&A.. Diagnosis, process mapping, implementation and automation of IT Service Management (ITSM) practices in the Information Technology area of ​​a multinational company.

. Develop diagnostics and studies concerning the restructuring of areas, adapting the organizational models to facilitate strategic decision-making. . Analyze the financial impacts arising from organizational changes and then reviewing the operational models, value chains, and process optimization. . Prepare and implement projects while monitoring indicators and preparing their respective managerial report for the clients and executive officers. . Give support to the governing body, establishing action plans for situations of low, medium, and high production. . Restructure the value chain in macroprocess, optimizing those that already exist and creating opportunities for new actions. . Reviewed the manufacturing organizational structure and proposed eliminating 1 hierarchical level (middle management) and redirecting their activities to partner areas. . Identified and proposed resolving conflicts in roles and responsibilities such as segregation of fiscal, compliance, and legal activities or sales negotiation activities from the billing. . Reached an average level of assertiveness of 40% with an approximate decrease of 25% in the headcount and reduced the annual payroll cost estimated at R$ 920,000. . Reviewed the operational model, processes, and indicators of a hotel chain, pointing out an annual savings of R$ 10 million by optimizing the workforce by 15% and proposed 140 improvement actions.

. Managed the team and coordinated processes, dealing with people development and activities related to personnel management (punch card control, vacation days schedule, requisition for personnel, as well as the selection and admission process). . Evaluated performance, gave feedback, analyzed promotions and terminations, and participated in talent assessment forums while managing and guiding the activities. . Defined medium and long-term strategic actions with the Management and Board. . Controlled and directed financial resources provided in the annual budget. . Set up the normative instruments, standardizing the processes required in the ISO audits. Gave various training courses and presentations on Process Management and Improvement such as value chain and implemented agile processes of continuous improvement such as Lean, Six Sigma, Scrum, Corporate Governance, indicators, automation, and robotization of processes. . Restructured the activities of the Process Management area and deployed a new BPMO for the organization. . Reduced the timesheet for hiring new employees by an average of 35% (decreasing from 11 to 7 days), speeding up the entry of these resources into the organization. . Adjusted the deadline for processing requests generated by clients linked to financial reconciliation from 70% of the cases processes within the deadline to 98% of the cases. . Led, monitored, and mentored process or product improvement projects made by employees trained in Lean/Six Sigma, reaching annual gains of approximately R$ 20 million.

. Responsible for reviewing and disclosing Revenue Assurance Board processes. . Documentation management related to internal processes in specific system (BPM Aris). . Indicator management of teams submitted to the Revenue Assurance Board. . Project leadership to create business rules collection, consultant management and executive reports. . Generation of normative instruments, with guidelines regarding the processes of the board of directors, and publication to the company.

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