Implementation of the Energy Trading Risk Management system - ETRM - for gas operations and negotiations at Edge.Operation through the company Infobase

Business and Project Leader at Cybert automation, specializing in the implementation of building and industrial automation systems. Skilled in developing strategic plans, overseeing complex automation projects, and fostering partnerships. Led building automation projects across diverse industries, notably in research laboratories with NB2, NB3, and NB4 security levels. Spearheaded initiatives within the pharmaceutical sector, ensuring the maintenance of automation systems and infrastructure.

Responsible for management Consulting projects at Tate& Lyle, Meta Group, Dow Chemical and Campari, focusing on Digital Transformation, Product development, Project, Program and Portfolio Management, LPGP, M&A, Innovation Management, Culture and Organizational Change, Education and Process Management.

Professor no curso de Design de Futuros na disciplina de Gestão de Mudança e Cultura Organizacional

Lecionando disciplinas de Governança no setor público, gestão de mudanças organizacionais e Inovação

Change Management Advisor at Coca Cola FEMSA, focusing on post-merge integration, digital transformation, agile projects and the evaluate and managing of the transformation project´s portfolioActing on several projects as:- CVI Femsa Post Merge Integration- Employee Central Implementation- Incentive Compensation Management - Zero Base Cost Implementation- Call center integrations- Omnichannel- Sales automation

CLBZ consulting Account Manager responsible for leading the team for developing the Integration Management and Cultural Transformation after Merger between T&L and Gemancon. Post-M&A activities with a focus on Legal and Mandatory, IT and Data Security, Quality & industrial processes, SCM, Financial and Cultural integration. Promote Project Management & Change Management for SAP implementation - Global Rollout

Organizational Change Manager focused on post-merger integration between Dow e Dupont.Develop the change management strategy and activities for the spin-off, focused on outbound migration, data sharing and segregation in Latin America sites. Responsible for leading, manage and executing change activities (training, stakeholder engagement, impact assessment and communication) for all LA Sites.Report directly to Global team at USA headquarter.Project developed via CLBZ and Portland Resources.

NEXA RESOURCES - INTEGRATION MANAGERDeveloping the Post Merge Integration on Brazil and Peru plants and mines.Responsible for planning integration and evaluating synergies on Process, Structure, Systems and People/Culture.Create the Digital Transformation cultureResponsible for Organizational Change Management and Culture Management.Developed the change management process for Capex and IT projects. Align that OCM practices with Front End Load (FEL) Project Methodology

Arbitrator and Mediator specialized in conflict resolution in Consulting and IT managementIn 2005, the Chamber of Arbitration and Mediation of the Federation of Industries of Paraná (CAMFIEP) was created, with the mission of administering the arbitration and mediation processes in an informal, efficient, ethical, and confidential manner. Its services are available to society in general, regardless of the nature of the activities of those involved.

Developing and Managing the Portfolio and Integration of projects at Porto Seguros.

Responsible for leading and organizing the Organizational Change Management Practice, leading a team of twenty-five professionals in different clients in Brazil, such as Oi, O&I, Ampla, BNDES, Grupo Petropolis, BB MAPFRE and BNB. Promote integration and project management on several IT projects and delivery products integration for bank and insurance companies.Structure the best practices and support tools for OCM practice, organizations development and stakeholder’s management

Responsible for strengthening the client relationship for project management, Education and Training, change management and IT solutions, being in charge to structure new project plans and strategies for different industries and innovative solutions with a global team.• General Motors 2010 – Advisor several IT projects for the automotive industry in supply chain and financial solutions, leading the team responsible for developing innovative solutions between local SAP R / 3 and global legacy systems interfaces, due to local legal and mandatory requirements.Main Achievements:• USIMINAS – 2009 – In charge of advising the senior management team in defining the governance definition and project planning for an ERP implementation after the new company’s acquisition.• VALE, 2009 – Reporting directly to VALE’s senior management team, he led and advised the team in charge of the execution of the change management office for automation projects at VALE. Structuring and leading this strategic team, within the Organizational Development area, which was responsible for evaluating the organizational impact, readiness for change and project communication for all Vale’s automation technology projects in all mines around Brazil • VALE, 2008 - Responsible for defining the strategy, governance model and leading the consulting team to operate the Strategic Project Management Office on CAPEX projects for the Automation & Engineer area at Vale, resulting in a differentiated project information system implementation

Responsible for expanding the business relationship with Oil & Gas and Utilities clients, leading the management consultant team in several project and process management initiatives, benchmarking studies and IT integration management, directly responding to the client board and consulting executive teamMain Achievements:• Transpetro, 2007 – Manage a team responsible for Global Benchmarking of Oil & Gas transport and storage rates, in order to help the pricing negotiation with the main petrol clients.• Petrobras, 2006 -2007 – Part of the management team responsible for defining the 10-year strategy planning for Campos Basin Oil Upstream sustainability program, to guarantee the long-term production. Also consult and manage the team accountable for definition of O&G exploration management process and joint venture (JVA) process for Petrobras - E&P-SERV • AES Eletropaulo, 2006 – Evaluate organizational impacts for an ERP implementation, defining a new organizational structure, roles, and responsibilities for AES Eletropaulo.• Santander, 2005 – Responsible for Control and Monitoring leader for cash management system Integration in two major retail banks (Santander and Banespa merge)• EDF-Light, 2004-2005 – Structure the EVA analysis for CRM implementation, and respond as project management office leader, being responsible for defining, conducting, and communicating project progress, risk management and organizational impact for a Billing and CRM implementation project.

Developed the project management practice at Ernst & Young Consulting, operating the project control office in several complex projects and acting in business strategy projects.Main Achievements:• Petrobras, 2003-2004 - Co-lead from planning to operation, the project management office for the biggest SAP R/3 implementation in an Oil & Gas in South America, being responsible for project management leadership training, project control software implementation and controlling three of the major implementation team (Change Management, Financial and Sales and Distribution)• Syngenta, 2002 - Responsible for assessment and re-definition of Balanced Scorecard process and key performance indicator, as well optimize the human resource performance evaluation process• AGIP, 2002 - Structure and operate the project control office, supporting the project kick-off and all management meeting.• CSN – 2002 – Developed the data quality improvement for a Oracle Steel Market for CSN clients

• Developed the telecom services sales forecast processes and system automation, contributed to the arrangement of the project management office for civil works at Ericsson Brazil.• Conducted training on project management methodology (PMI), tools and techniques.

• Structured market analysis for new ventures for e-business, as well as working for the creation of an e-business marketplace, • Responsible for designing a few internet banking products, such as payments tools, corporate banking site and cash management.