Senior advisor expert in strategic planning, process management, project management and corporate governance, responsible for strategic projects to transform organizations of different segments and sizes, significantly impacting their results

Member and "Governance Officer" of the board of management of ABRH-PR

Responsible for the governance, strategy, prospecting for customers and connections with the market of an innovative "white label" technology solutions platform for healthcare players with 2000 users

In charge of customer satisfaction surveys across LATAM. Leadership of a team of four direct and approximately 20 indirect people. Reporting to the Quality Vice-President for Latin America.- Managed two projects for the quality department’s digital transformation, earning 2 million euros per year, involving the three factories in LATAM.Led a significant evolution of the brand’s positioning, moving it from 11th to 6th in the Brazilian market (2020) in the customer satisfaction survey.- Reviewed the research methodology to make it more effective and straightforward, negotiating and establishing strategic partnerships with automakers (competitors like Volkswagen, Fiat, Hyundai, and Ford), reducing research time by 50% and increasing the level of detail to identify improvements (30% more data).- Implemented the product evolution culture focused on customer satisfaction in Latin America and France, applying strategic and short-term improvements and reducing complaints (10%) and costs.

Managed four strategic projects (strategic vehicles) responsible for over 70% of Latin America revenue and implemented PMO in the directory. Reporting to the Project Director.- Led the international project of a low-cost vehicle, working with teams from India, Argentina, and Colombia and putting the company back in the low-cost vehicle segment. Developed new processes which helped reduce the logistical cost of the car by 5% and participated in implementing a new logistics center in India (delivered on schedule) that became a parts export hub for all Renault group factories.- Implemented the Supply Chain PMO (Project Management Office) to improve the director’s decision-making in Latin America, considering the project portfolio and its alignment with the global strategy.- Developed and implemented work processes based on modern project management techniques (using agile or traditional methodologies) for greater effectiveness of results (e.g., 20% reduction in planning time).- Consolidated a center of expertise in managing strategic projects for all the company’s countries, becoming recognized as a solutions provider for the headquarters and other group factories.

Leadership of a team of eight project planners in Latin America. Reporting to the Supply Chain Project Manager.- Worked on the launch of all vehicle projects in the three Latin American factories.- Created an expertise hub in strategic project management for all the company’s countries.

Managed the project schedule for two strategic vehicles with approximately 30 interlocutors (in Europe and the three Latin American plants), responsible for the turnaround in Latin America. Reporting to the Project Supervisor.

Leadership of a team of 30 direct employees. Reporting to the Production Manager.- Participated in the factory’s successful start-up and led the manufacturing team (in Europe and Brazil) of the brand’s first utility vehicles in LATAM.- Worked on implementing Lean Production in the Brazilian factory, the group’s first to use this methodology.

I implemented an Advisory Board in a strategic restructuring and family succession project responsible for the company's turnaround focusing on environmental guidelines, sustainability and governance (ESG)

Responsible for planning and controlling the implementation activities of the PSA Peugeot Citroën factory in Brazil

Responsible for the physical control of works