Roberto Rocha Email & Phone Number

State Of São Paulo, Brazil

São Paulo, São Paulo, Brasil

Global Performance is a Consulting Firm that supports clients in improving their bottom line results, in putting together long term strategy growth plans and in implementing their investing or divesting alternatives: - Global Performance Improvements- Turnarounds- Mergers and Acquisitions- Business Development- Strategic Planning- Overall Financial Advisory

Pindamonhangaba E Região, Brasil

We have been working in the Brazilian consulting market since 2012. The company objectives are to offer a complete package of solutions in Business Management, Technology, Engineering, Planning and Project Management, in particularly to the aluminum sector due to a wide experience accumulated over more than 40 years working for aluminum companies globally.

Pindamonhangaba Area, Brazil

Pindamonhangaba Area, Brazil

Atlanta

Accountable for leading and directing central & global technology strategies, intellectual property, research and development.- Led innovative processes into projects, debottlenecking Novelis global capacity;- Implemented process assessments to identify opportunities and deploy best practices globally.

São Paulo, Brazil

Responsible for leading all operations, from mining, energy generation to finished rolled products manufacturing, with a work force of 2,200 employees. Also responsible for producing volumes equivalent to US$1.4 billion in revenues, and US$ 580 million in operational budget annually.- Led the implementation of the variable cost management with R$ 8 million in savings during the first year; Zero Based Cost management system implementation – US$4 million in savings year after year;- Continuously sought to debottleneck Pinda works by introducing innovative processes;- EHS - Elimination of 100% solid waste sent to landfill.

Pindamonhangaba - Sp

Responsible for the rolled operations in Brazil and responsible for producing sheet aluminum coils equivalent to 820 million in revenues and US$ 160 million in plant budget annually.- Led a process innovation project to increase plant capacity, adding 50ktpy sales and creating values of US$26 million; - Deployment of this innovative process to Korean operations, with similar benefits achieved;- Launched a cost reduction program which delivered US$3 MM in savings;- EHS - Outstanding improvements on reducing recordable accidents by 34%;- Pinda works won the “Top Gold Award” for Health & Safety at Work and Environment from the Brazilian Agency of Safety (ABS) twice, becoming the only Brazilian company that achieved this level of competence.

São Paulo Area, Brazil

Responsible for the creation of the new legal entity in Brazil, a joint venture between Alcan and a local partner. Reported directly to Alcan Composites USA. New entity started from scratch, in partnership with a minority local partner;- Complete organization established with policies, objectives, corporate governance and sales & marketing plans implemented;- Alternative developed in acquisition of an existing facility instead of a green field project saved 6 months, anticipating plant startup and sales plan;- Alternative technology developed and deployed to head plant in Europe.

Santo André - Sp

Responsible for P&L, with revenues of US$ 38 million and plant budget of US$ 12 million annually.- Optimized portfolio product and rationalized operation;

Pindamonhangaba Area, Brazil

Led the implementation of Pinda’s Rolling Expansion Project on engineering, technology and startup regarding a US$370 million project to make Pinda a World Class Operation in Canning.- Implemented deep changes regarding the redesign of used rolling mills to make them state of the art mills; Project finished ahead of schedule and within budget;- Remarkable safety level of 7.5 million worked man-hours without any lost time due to accidents.

Buenos Aires - Argentina

Merged and rationalized the two largest Argentinean aluminum companies (Camea & Kicsa) into a lighter and profitable company.- Rationalization implemented by shutting down the inefficient operations from 5 to 2 units;- Business & administration processes redesigned;- Implemented commercial policies and plans and created a new corporative & product image to change the costumer’s perception on the new company.

Bachelor, Mechanical Engineer

Stc - Skills, Tools & Competencies - Kellogg’S School Of Management – Chicago, Business

Fdc / Kellogg Stc Executive – Skills, Tools & Competencies, Business