Sergio Franco Carneiro Email & Phone Number

State Of Minas Gerais, Brazil

Working in PMO and Business Development of Stellantis Latam, managing strategic projects for the Company.

Belo Horizonte, Minas Gerais, Brasil

▪ Smart Money and Angel Investor in this e-commerce platform startup, focusing in workwear management for big companies and franchises in Brazil, such as Arezzo, Orthopride, Havana, among others of national expression;▪ Working with the Value Proposition, the Business Plan and the company's current FP&A, on semiannual meetings for monitoring the goals and results, and defining, together with the Board, the Action Plans.Main Achievement: To reach the break-even point for the company's operation, after 2 years of working in deficit.

Armação Dos Búzios, Rio De Janeiro, Brasil

▪ Strategic Planning for the creation of a jewelry and precious stones export company, defining the Value Proposition and the Business Plan, focused on the Italian market and incoming tourism in Brazil;▪ Responsible for the FP&A, Management by Goals (MBG), Zero Base Budget Methodology and company’s Revenue Matrix Management, establishing commercial and financial goals, as well as KPI's for monitoring the results.

Belo Horizonte Area, Brazil

▪ Implementation of the 1st LATAM regional office for the biggest lab automation company in the world, building the Strategic Planning and establishing the Business Plan, defining main clients, market size, short- and long-term goals, as well as planning future actions;▪ Management of projects with CAPEX around USD 20m, in automation of sample preparation laboratories for the largest mining, steel and cement companies in Brazil and Latin America;▪ Preparation of Engineering Studies, evaluating the physical/economic viability of projects, as well as validating the scope, cost and schedule of the projects with the client;▪ Management of the technical department, coordinating people, resources, budgets and physical/financial schedule for the ongoing projects and services.Main Achievements: Implementation of automated laboratories at VALE Vargem Grande, ARCELORMITTAL Tubarão, as well as executive projects (FEL3) for SAMARCO and other VALE plants.

Belo Horizonte Area, Brazil

▪ Management of the company's administrative, financial and commercial areas. Strategic Planning and Value Propositions for new products. Preparation and execution of Business Plan;▪ Responsible for the FP&A, Zero Base Budget and company’s Revenue Matrix Management▪ Responsible for the company's Commercial Management, defining goals and Action Plans.

Belo Horizonte Area, Brazil

▪ Management of automation and systems integration projects for residential and corporate clients, as well as management of the technical sector, managing personnel, logistics, tools, equipment and resources, in order to guarantee the job execution within the established schedule and optimized expenses;▪ Evaluation of the technical and financial viability for the projects, preparation of their schedule and budgets, and monitoring the purchases and the job deliveries.

Rio De Janeiro Area, Brazil

▪ Consultancy for TIM's regional Maxitel (MG, SE and BA), with the goal of cost reduction on contracting third-party links;▪ Project management of mapping, redesign and unification of processes for 3 TIM BRASIL regional offices.Main Achievements:▪ Future savings of R$ 4.5 million per year with EILD's rental, due to optimization in the contract period for rented circuits and exchanging circuits among providers that serve the route with lower costs;▪ Savings with the acquisition of links, due to the analysis of the payback time for them;▪ Redesign and total unification of link acquisition processes for all regional offices, eliminating gaps and implementing benchmark monitoring between regional branches.

Belo Horizonte Area, Brazil

▪ Consultancy to GERDAU AMERISTEEL on Operational Performance Diagnosis, implementing management systems, mapping and redesign of the processes, focused on reducing costs and increasing EBITDA;▪ Application of the PDCA methodology and the seven quality tools, with phenomenon and process analysis, defining improvement opportunities, KPI's and goals for production, losses and delays, as well as establishing the Action Plans;▪ Implementation of Zero-Based Budget methodology within the Balanced Scorecard (BSC) of the Company;▪ Management of the maintenance project, with the establishment of a preventive, predictive and autonomous maintenance system, as well as the implementation of a failure analysis system.Main Achievements:▪ Decrease of up to 50% in downtime for some types of rebars produced by the rolling mill;▪ Achievement of the goal for “zero downtime due to accidents” in the rolling mill and the melt shop.