* Definition and implementation of a new business-operating model to execute company’s strategy as well as the implementation of a new structure to foster effectiveness. * Deployment of the business strategy in an HR value proposition plan based on culture/change management, talent and leadership development, and employee engagement / experience. * Advisory and facilitation of team building activities with senior leaders of the organization. * Launch of a Communication 4.0 strategy, establishing new channels to align and engage our stakeholders. * Revision of key HR processes such as performance management, variable compensation, health care plan, recruitment & selection, on boarding, career & succession, training & knowledge sharing, workforce planning, employee value proposition, payroll system/process, and personnel administration. * Integration of our HR practices across the eight different country operations. * Implementation of Oxiteno's Diversity and Inclusion program.* Coordination of the HR work stream for the M&A process between Oxiteno and Indorama.

* Establishment of an HR proposition and a mid-term plan, to align with the business needs, based on 5 work streams: Culture and Values, Leadership Development, Talent Management, Performance & Rewards, Continuous Education. * Coaching of executive and senior team members, by providing consultation and expert HR advice on a wide range of HR topics (e.g., compensation, benefits, recruitment, teammate relations, etc.).* Management of key HR processes such as Performance Management, Succession Planning, Leadership Development, Compensation and Benefits, Recruiting & Selection (workforce planning, talent acquisition and management), Training, and Internal Communication channels. * Creation of a High Potential program to groom future leaders and enhance people pipeline. * Review of the benefits portifolio.* Partnership with German HR headquarter to translate global programs to the local level at the Brazilian operation. * Coordination of the HR work stream for the swap deal between Boehringer, Sanofi and Merial companies. * Boehringer Ingelheim first time recognition as Top Employer in Brazil in 2016.

* Coordination of the HR due diligence and PMI process in the carve out acquisition/transition of the acquired assets to Votorantim Group.* Start up of the Corporate Office for the new entity: office set up, definition of the organizational structure, recruitment of the teams, set up of work permits (visas and contracts), payroll, compensation and benefits package.* Post acquisition integration of the six countries (Spain, Tunisia, Morocco, Turkey, India and China) to the Votorantim key management systems and organizational culture. * Implementation of the key Votorantim Global HR processes: Compensation and Benefits, Recruiting and Talent Management, Career and Succession Planning, Training and Development, Internal Communications, and HR Budget Planning.* Management of the expatriation program for the six countries.* Recruitment and management of the HR team for the Corporate Office as well as the Country HR positions.* Identification of the key HR issues in each country and definition of action plans in partnership with Country HR teams.* Creation of the HR dashboard to manage the HR Key Process Indicators.* Definition of the key HR policies.* Establishment of the midterm HR plan for continuous integration and alignment to the business.

* Reporting to the Global HR Director, led a team of three direct managers and a team of 15 people in total.* Coordination of the People Review Committees for the Executive Levels and management of the Career & Succession Planning process for all levels of the organization. * Continuous follow up on the talent pool, coordinating actions for development and succession, achieving 98% retention of the key group and 79% of internal placements and promotions.* Implementation of a strategic recruitment by proactively planning personnel demands and defining hiring programs (Summer Job, Internship, Trainees, Young Technicians, Cement Leaders), reducing external search costs (-20%) and decreasing time to fill positions in 10%.* Participation in national and international job and career fairs in order to attract high skilled professionals and enhance Votorantim Group global employer branding.* Management of the internal climate by conducting yearly climate surveys (95% of participation) and defining action plans, raising internal satisfaction in thirteen points.* Implementation and management of the technical training programs, increasing retention of key knowledge and raising satisfaction with internal training (highest satisfaction among corporate factors in climate survey).* Establishment of leadership programs with universities/consultancies in Brazil and overseas. * Deployment of the Global HR processes at the North American Operation.* Coordination of Votorantim Cement Action for the Future, a strategic forum with company’s board to follow up on twenty multifunctional projects to pursue the strategy of the company.* External recognition by Exame Magazine as one of the best companies to work for in 2010 and 2011.* Launch of “Você na VC” campaign as a foundation of the Votorantim Cement EVP (Employee Value Proposition).* Deployment of Votorantim Management Beliefs, a cultural shift initiative towards the Group’s strategic goals.

* Definition of the corporate strategy for organizational development through the creation of the competence model and its tools as 360º feedback survey, potential and performance assessment, people committees, succession planning etc.* Implementation of the Trainee Program (recruitment and development program).* Management of the international assignment/expatriation programs.* Implementation and management of HR processes: T&D, Coaching, and Mentoring with focus on Executive and Leadership development.* Follow up on Executives and Key Talents individual development plans.* Customization of leadership programs to the Corporate University.* Participation in the PMI processes, conducting the integration of the new acquired BUs.* Implementation of the HRIS.

* Participation in a multifunctional project established to support new business strategy focused on profitability. Major outcomes were the redefinition of HR key process such as new sales force profile, internal assessment and training processes, revised commercial compensation strategy.* Coordination of organizational restructuring and downsizing processes. * Implementation of the long distance educational strategy (e.g. e-learning, educational website).* Development and implementation of leadership and technical trainging programs.

* Commercial approach to introduce and sell new digital technologies into the Brazilian market.* Consulting approach to identify customers' needs in order to offer the right proposal.* Speaker and presenter in several customers' events for up to 1500 people in the audience.