Nilton Carlos Prado Marques Email & Phone Number

State Of São Paulo, Brazil

Votorantim Sp Brasil

São Carlos Sp Brazil

National company manufacturing automotive components with sales of R$ 40 million.Reported directly to the company owner (Incaflex and Soretto).• Was responsible for creating the new company (Soretto) and the areas of production, distribution, sales, marketing, finance, costs, controlling, HR, and logistics.• The start-up in 4 months was already in full operation with sales of R$ 1.5 million a month.• Obtained the ISO 9000 Quality Certifications in less than a year, which was highly strategic for selling to companies in this segment.• Set up a new strategic orientation for the company focused on differentiating and gaining market share from 35% to 65% in 4 years, increasing the visibility of the business and creating innovative methods of operation.• Reached gains in productivity to reverse the fall in sales, bringing better results, cost reduction, and product repositioning.• Introduced the Lean Manufacturing methodology in the production with a 15% result on the productivity.• Implemented the zero inflation program to ensure maintaining the production costs.• Optimized setup operation, reducing its time from 14 minutes to less than 3.• Received the ISO 14000 certification.

Sao Bernardo Do Campo Sp Brazil

Reported to the CEO of the International DivisionAmerican multinational company manufacturing industrial brushes and reaching sales of R$ 22 million in Brazil• Was responsible for the entire operation in South America, managing the areas of local production, distribution, sales, marketing, finances, controlling, HR, logistics, and export.• Reached a significant reduction of labor and saw a gain in quality with the deployment of ERP (TOTVS - Microsiga).• Grew sales from R$ 7.3 million to R$ 22 million and the net profit from R$ 935,000 to R$ 2.5 million in 2011.• Managed the company’s move from Diadema to São Bernardo do Campo without loss or risk for the company.• Grew sales and expanded the distribution network through market analysis and segmentation.• Introduced the BSC methodology (balanced scorecard) as a performance indicator.• Reduced legal liabilities through a contractual formalization with all representatives.• Received an ISO-9000 certification, implementation of the lean production methodology and MRP as the main tool to manage the production cycles and used 5S programs.

Sorocaba Sp Brazil

American multinational electrical-electronic segment company with sales of US$ 2 million in Brazil• Was responsible for the South American operation, for the sales area, engineering, services, controlling, HR, and logistics.• Reversed the negative cash flow to a positive one of R$ 100,000 in the first year.• Reached an annual sales growth from R$ 2.5 million to R$ 5.7million and a net profit from R$ 300,000 to R$ 935,000 in 2003.• Deployed the ERP RM, allowing total control of the company (inventory, sales, portfolio, and cash flow).• Reduced import costs (freight forwarder, freight, and customs clearance costs) by 25% and managed fixed costs to keep them unchanged during 3 years.• Consolidated the distribution network of portables and expanded the network of distributors of the automation division.• Redesigned the services department, adding a competitive advantage and resulting in R$ 600,000 of additional billing with a 60% gross margin.

Campinas Sp Brazil

American multinational white line appliance company with a turnover in exports of US$ 40 million.• Was responsible for the South American operation and sales service for Latin America.• Increased exports from US$ 2 million to US$ 3 million a month as a result of the expansion of territories in South America.• Implemented market segmentation as a methodology of analyzing and defining the product range. • Selected the distributors and negotiated the product line, volumes, pricing, and promotional packages.• Developed a system of kits for price negotiation, using the backpricing methodology for ensuring maximum profitability per product.

Piedade Sp Brazil

Held several different positions at an industry process control Brazilian company dedicated to producing thermocouples and industrial systems. Started career as a Field Engineer, becoming a Product Engineering Supervisor and finally a Sales & Export Supervisor. Consolidated technical training and expanded knowledge in the commercial area. Led successful sales, marketing, and product development initiatives:• Managed sales activities for the Metallurgical Products Division for domestic/export market.• Participated in development of new product lines and sensors and coordinated market surveys and viability studies to support new product development proposals.• Visited customers in domestic and South America to approve and commercialize products.Gained invaluable general management experience with responsibility for an entire operation:• Selected to manage commercial, production, and technical operations in a production plant acquired by Ecil (1992-1994). This was an industrial process control Brazilian company. Coordinated production and sourced products/services.

Mba, Inteligência Estratégica

Mba, Adminidtration

Mba, Gestão Empresarial

Latu Sensu, Marketing

Activities and Societies: Pôs Graduação em Marketing - Varejo

Engenheiro, Metalurgista