Responsible for the planning and development of the Product Plan and New Business for Latin America in order to establish strategies for market performance, brand positioning and vehicle pricing power. • Led the construction process for the Mechanical Product Plan for the period 2015-2025, taking into account the regulations of each country in the region as well as the tight budgetary constraints; • Avoided a net revenue loss of BRL 10 million / year by proposing a new strategy for manufacturing mechanical components; this has improved the group's balance of trade between Brazil and Argentina;• Enabled the communization of vehicle technical definitions for the region, thereby savingBRL 280 million (30%) of the investment plan for the mechanical area during the period 2015-2019;• Established negotiations with 4 automakers (2 European, 1 Indian and 1 Chinese) in the "Powertrain" (engines and gearboxes) area, resulting in a potential BRL 350 million reduction in investment in the mechanical area during the period 2015 – 2019; • Contributed to the reduction of vehicle and engine manufacturing costs by EUR 8.6 million in 2014 by reviewing the technical definitions planned for the European market and adapting the projects to the local context.

• Participated in the analysis of the automotive market potential for each country in the region, designing the business plan (volume and selling price) by segment, thereby contributing to the development of the group's strategic planning;• Reduced engine development costs by 20% by negotiating the inclusion of details specific to Latin America at the design stage of mechanical area global projects. For example, saved the company EUR 8 million and 5 months' development time for the Turbo High Pressure (THP) Flex motor; • Standardized contract models for new engine projects, clearly documenting targeted deadlines, costs, and quality in addition to market requirements. This generated increased productivity, credibility and transparency for the group;

Responsible for creating and structuring the planning area for the mechanical division in Argentina to ensure compliance with project deadlines and resources• Identified business needs and subsequently recruited and developed the planning team (10 engineers and 3 coordinators) to ensure that the development demands of the new products were met;• Guaranteed compliance with objectives concerning cost, time and quality, and managed the team's performance on projects for new products.

Responsible for coordinating the development of mechanical projects in Brazil and at the headquarters in France • Coordinated the first Flex engine project for the European market, winning recognition, visibility and improved reputation for the technical teams in Brazil;• Led the PSA group to become the pioneer in Flex engine technology in the French market and 2nd place in the European market by reducing development time by 33% (from 24  to 18 months), negotiating with suppliers and adapting the testing schedule according to climate conditions in Brazil and Europe.

• Together with suppliers and logistics operators, developed and structured the component delivery flow to the Porto Real vehicle and engine plant. Reached the following results when compared to logistics solutions proposed by the French headquarters: 1. Reduced the logistics cycle of imported components from 54 to 32 days; 2. Improved inventory levels by 18% for plant components; 3. Saved EUR 5 million / year in engine plant operating costs.• Was responsible for logistics planning, acquisitions and implementation for the industrial design of Brazil's engine plant, reducing logistics costs by EUR 6 million (42%) as compared to the forecast by the French headquarters;• Defined strategy and, together with the the Industrial Board, enabled the exportation of the engines manufactured in Brazil to Europe and Argentina, obtaining the following results:  1. Savings of 350 Euros per motor for vehicles manufactured in Argentina (BR=>AR flow in relation to the FR=>AR flow); 2. Reduced investments by BRL 60 million at the engine plant in France due to an increased portion of the demand being serviced by the Porto Real plant in Brazil; 3. Increased productivity at the Porto Real plant in Brazil with the intention of gaining economies of scale due to increased production volumes. The final cost of engines manufactured at this plant decreased by 9 Euros each for a total annual savings of BRL 450,000.

• Contributed to obtaining ISO 9001 certification (obtained in 2000), and participated in the development of documentation and control of all business processes, in addition to developing quality procedures for deep-water submarine cable launchings.

• Developed chassis manufacturing processes and structural elements for buses and trucks.