Responsible for 23 eyewear Cut and Edge Centers located in major cities across the country, as well as shipments from factories in São Paulo and Rio de Janeiro, in addition to delivery logistics. With 129 employees (Supervisors, Operation Leaders, and Operational staff) and an annual budget of R$ 25 million. • Reduced the average assembly cycle time by 12 hours.• Lowered the average assembly cost by 25%.• Increased the telephone service level in Centres of Excellence from 68% to 94%, achieving 10,000 monthly calls. This business case will be presented in Europe at the 2024 Logistics Managers meeting. • Responsible for the relocation of 9 assembly centers and also for the pilot with outsourced mounting operations.

Responsible for the Distribution Center of GrandVision Brazil - EssilorLuxottica, with 48 employees (Managers, Coordinators, and Operational staff) in the areas of Logistics (inbound and outbound), E-commerce, Transportation, Assembly line, Quality Assurance, and Customer Service, with an annual budget of R$6 million.• Achieved a 25% reduction in headcount through the application of Lean methodologies and Continuous Improvement (Value Stream Mapping, Time Study, and GBO), optimizing and redesigning processes to achieve significant cost savings in payroll.• Increased on-time delivery rate (OTIF) by 15% through productivity and workflow projects to improve supply chain efficiency.• Led Continuous Improvement projects as a Six Sigma Yellow Belt, resulting in a significant reduction in losses and assembly errors.• Implemented key performance indicators (KPIs) and daily meeting routines and visual management to improve efficiency.• Achieved significant savings in annual freight bids, despite inflation in recent years, resulting in significant cost savings in transportation for the organization.

Responsible for restructuring Operations in industries, retail, and the hospital segment. Implemented Lean Thinking methodology and Continuous Improvement techniques to increase productivity, flow, productivity gains, cost reduction, service level improvement, and capital reduction.• Restructured the entire Supply Chain area of the São Vicente de Paulo Charity Hospital - Jundiaí, through process redesign, implementation of management software, reports and procurement bidding for medicines, materials, imported labor, and Capex.• Restructured assembly and logistics operations for Grandvision by Fotótica, a Dutch multinational in the optical sector. Focused on productivity gains, cost reduction, increased quality, and customer service levels. Emphasized freight negotiations, route revision, and applied Lean methodology (pull system) and tools such as time analysis of workstations, standardized work, operator balancing chart, and value stream mapping.• Revised the entire value chain for Jazam Alimentos - Pompéia - resulting in significant service level gains and waste reduction.• Participated in the project to change the Distribution Center for the hospital segment.

• Reporting directly to CEO, in charge of Planning (S&OP), Logistics, Purchasing and Outsourcing.• I redesigned the company's S&OP process, reorganizing the supply process with significant cost reduction. Responsible for the management of oil refining in third party plants (Supply, Production and Distribution)• I led Freight BID 2017/18 with savings of around 7% over 2016.• I handled the Value Stream Mapping initiatives.• I implemented KPIs such as OTIF, cost of freight per ton, budget tracking expenses, purchasing savings and inventory coverage.

• Statutory administrator, Member of the board, reporting directly to the CEO and responsible for the areas of planning, Customer Service, logistics and procurement, with an annual budget of R$200 million• Implemented the collaborative S&OP, leading Sales, Marketing, Production and Finance areas. The planning area became responsible for sales forecast of the budget and quarterly reviews, over target for regional sales.• Conducted a study of logistics sites and its evaluation “Make or Buy” for the logistics operation. Structured and followed all project action plans and implemented two new CDs in four months, extending the dispatch and storage capacity of the company around 30% and with level of service over 96%.• Led the Operational Efficiency Team and implemented important projects, with savings equivalent to 2.2% of COGS, along 2015.• Implemented KPIs as Case Fill Rate, OTIF, accuracy of prices for commodities and Freshness of finished products.• Participated effectively in the discussions of the board in relation to Budget, P&L, market opportunities, reduce COGs and expenses, as well as in discussions about people and corporate compliance.

• Report to the Director of strategic planning, responsible for all the planning and control of demand, production and supply of Aché group, managing a team of four coordinators, two trainees and 19 analysts and management of approximately 900 SKUs, 3,000 raw-materials and packaging materials, distributed in two manufacturing plants, 40 partners and 16 others.• Restructured the company's planning area, through the redesign of the activities, functions as well replacement, team development and training. As a result, reduce the finished product stock out during the course of the month over 30%.• Redesigned the Forecast process of the company, with the recruitment and distribution of demand planners per channel, I have established a process of information flow to the Marketing and sales team, with the aim of anticipating risks and ruptures, allowing for better decision making. The final Service level has evolved in more than 5%.• Influenced the implementation of SAP APO (planning and scheduling) and of a BI unique to the area

• Reporting to the Vice President of the Business Chocolates and Cookies Unit, Member of the management team and responsible for the development and training of employees in the initiatives of Nestlé Continuous Excellence (Lean, TPM, and Leadership Development).• Led the Goal Alignment initiative on Business Unit alignment between people and their activities with the priorities of the business. Ensured the effectiveness in implementing actions that involve KPIs’ deployment, cascade of individual objectives and support areas.• Leadership became aware and trained 100% of key employees. As results, value stream mapping, leading by me. It brought more than R$18 million in savings and efficiencies along the period.

• Leadership of 17 employees, responsible for the production plan and factories supply of Nescafe, Chocolate powders and liquids and components for metal cans, for domestic and export. Workforce management, around 1,000 employees. Team member of TPM implementation and Champion of the Six Sigma/DMAIC projects.• Reduce 40% of raw material stock and packaging in three years, by a project that worked in many fronts. The stock of the plant was R$38.0 million, which represented 25% of the total company stock in the Brazilian market.• Led the Lean Thinking in unity, with savings of R$25 million in two and a half years.

• Responsible for consolidating the sales forecasts of market-leading products like Nescafe, Nescau, and Nesquik by statistical models, Nielsen data, market and competitors research.• Led the evolution of KPIs as demand Accuracy and service level to the business unit and as a result, reduce the Division Working Capital around R$10.0 million, by increasing the service level in 5 percentage points.

• Planning the production of biscuits and dairies. • Conceived the project of supply distribution centers of the North and Northeast, which raised the level of customer service in the region by 15 percentage points, without increasing inventories. This project got excellence in the Annual meeting of Best Practices-Supply Chain, in Nestle Global Head Quarter, in Vevey in Switzerland in 2004. • Collaborated with the creation of a tool to support the strategies relating to inventory management, distribution and procurement opportunities which brought important savings in the period.

• Manager easter eggs campaing at outsourcing - 3.000 tons. Production Planning and ControlPlanning and Supply raw and package materials

Workforce operational coordination by collecting finished products on assembly lines, warehousing, billing, planning transportation, shipment and inventory - 60,000 tons/year.

Freight controlCredit to Customers"Vendor" Operations

Line Performance GraphicsControl of Production DepartmentProductivity