Leader in the acquisition process of ICON Aviation by Voar Aviation, supporting aircraft fleet & hangar optimization and implementation of the MRO services at Sorocaba and Congonhas airports. Reporting directly to the company owners.

Reporting to the General Director of air charter company and to Company’s Owner (Michael Klein). Fleet management of 27 aircrafts and 12 hangars distributed in 4 States. Leader of the merger process with the company Global Aviation.• Improvement of the financial area optimizing the management of aircraft expenses aiding in the effectiveness of the commercial policy• Implementation of budget management in all areas of the company, ensuring better predictability of EBITDA;• Development of the Results Management project for monthly monitoring of the goals and objectives of all areas• Renegotiations of contracts and operational optimization resulted in reduction over 20%• Responsible for approving the financial viability of the hangars and fleet expansion projects• Development of the security plan for all hangars.

Reporting to the Country Manager and with a team of 35 employees. I am responsible for Santander Group relationship in Brazil and for areas such as Purchasing Outsourcing; Contract Management, Back-Office Operations, as well as Utilities Management (Electricity and Gas costs).• Elaboration and follow of the Santander´s Purchase Plan to guarantee the execution of a total amount of R$ 6.5 billion and participation in meetings to approve the expenses and the negotiation strategy.• Monthly report of the negotiations results (savings, lead time, auctions, etc.) to Spain.• Management of at least 10 clients in purchasing outsourcing with approximately 5.500 spot negotiations, 5.000 homologated suppliers and a budget of R$ 450 million (excluded Santander volume).• Incremented of 20% in the revenue if compared to 2014.• Achieved 100% of the clients KPIs considering negotiations lead time and savings.• Developed new products, billing models and negotiation methodology to be offered to new clients.

Reporting to the Operations Director and with a team of 12 employees, I was responsible for Santander Group purchase processes in Brazil and for strategic sourcing projects of all company clients.• Managed R$ 2.4 billion/year in sourcing and procurement projects, obtaining an annual average savings rate of 14%, while multiplying the company’s marginal revenues tenfold in the last four years.• Optimized management and sourcing processes with a focus on higher-result categories, such as infrastructure and printing, obtaining consecutive annual increases in revenues and performance indicators.• Implemented the PDCA management model, defining and monitoring indicators for the procurement area.• Selected and developed the procurement team in various segments, such as information technology, civil infrastructure, facilities, outsourced services and office supplies.• Developed management tools for the process pipeline, workload forecast and distribution, results planning and analysis.

Reporting to the Aftermarket Vice President, I was responsible for negotiations of productive and non productive materials for the entire division and development of new suppliers in “Best Cost Country”. • Leaded South America Aftermarket division in global sourcing initiatives.• Developed knowledge of the total cost, cost drivers methods and new technology development.• Implemented global standardize and streamline processes.• Supported Supplier Quality Management (Green Belt).

Reporting to the Advance Purchasing Manager, I was responsible for negotiations of productive materials for futures launches and development of suppliers strategy lifecycle. • Developed and implemented commodity strategy with the Global Team.• Implemented piece and tooling cost analysis.• Executed Celta's accessories development.• Elected as Single Point Buyer for GM and Fiat.