Responsible for Operations:Factory, supply chain, purchasing, and quality.Field service: equipment installation, maintenance, and removal.Responsible for People and Management.

Director of Operations responsible for managing field services, manufacturing, logistics, customer service, purchasing, expansion of operations in South America, recovery of stolen vehicles/cargo, and overall responsibility for the off-road segment (commercial and operations). Seven direct reports and three indirect reports.Increased customer satisfaction, raising the NPS from -20 to +50, by improving field services and customer service.Implemented the Michelin quality seal for field service providers, reducing customer service time by 30% and increasing the profitability of partner companies without additional costs for Michelin Connect Fleet.Enhanced productivity, quality, and efficiency in the customer service area, reducing the structure by 30% through process improvement, automation, and a merit-based model for customer service representatives.Increased inventory turnover and reduced obsolescence through the implementation of Sales & Operations Planning (S&OP), reduction of supplier lead times, expansion of the logistics chain, and improved efficiency in inventory and manufacturing control.Responsible for operations in the international expansions of Argentina, Chile, and Colombia, through the export processes of equipment, logistics, and field services in these countries.Managed approximately 65% of the company's expenses.Achieved an average of 82% in the engagement survey, being responsible for 65% of the company's employees, consistently reaching one of the best results within the Michelin group over several years.

Responsible for the areas of human resources, projects, and management model. Three direct reports.Led change management during the integration of Sascar into the Michelin group by creating synergies in processes, policies, and cultural integration.Consistently increased employee engagement and organizational climate scores, raising them by more than 8 percentage points over two years, becoming one of the benchmarks within the Michelin group.Implemented the leadership competency development program.Responsible for the management model: strategic planning, goal deployment, performance management, and meritocracy model.Implemented the customer satisfaction survey (NPS) and oversaw the dissemination of culture, actions, and processes within the company.Managed the PMO area, responsible for project management in technology, marketing, and infrastructure.

Responsible for establishing the company's management area, supporting the organization in fostering a culture of continuous improvement, managing quality certifications (ISO 9001 and NTC), and overseeing project management.Implemented the management model at Sascar by developing the company’s first strategic plan, creating the goals model, and managing performance.Provided training and support in the PDCA method to foster a results-oriented culture.Led initiatives to reduce expenses, implementing a matrix expense control system, contributing to efficiency gains that supported the company's growth.Led the initiative to reduce sales cancellations, achieving a reduction of more than 50% in canceled sales.

Consulting in process improvement, cost management, and area restructuring with Falconi, serving as a senior consultant on various projects.Led the project for restructuring operational processes at a major Brazilian airline, focusing on increasing productivity and reducing costs.Senior consultant on a cost control project at one of the largest Brazilian banks, responsible for disseminating the matrix expense management methodology, identifying cost reduction opportunities, and implementing the budget control process.Consulted on the development of the strategic plan for a large retail supermarket company.Responsible for training clients in the PDCA method for performance control and improvement.

Responsible for the continuous improvement pillar in manufacturing.Led the Natura pillar of methodological improvement for efficiency enhancement, using the TPM methodology.Led continuous improvement groups focused on production efficiency, inventory reduction, and cost reduction.Coordinated daily production routines to ensure the achievement of production, quality, and cost targets.Developed specific methodologies for Natura to increase efficiency in the factories.Responsible for ensuring that new machines achieve high efficiency during implementation (initial control) at the factory.Participated in multidisciplinary teams for new product launches.

Coordinated the manufacturing of fiberglass, ensuring quality and quantity for sales teams. Implemented the safety program for hazardous energy lockout. Developed and implemented statistical process control for raw materials used in glass manufacturing.