• Responsible for Talent Supply & Demand: Leading the operations in Asia, Pacific and Latin America, managing demand and professional allocation across 16 countries.• Team Management: Overseeing a team of 39 employees, including 5 direct managers, focusing on maximizing talent revenue in projects aligned with organizational metrics and maintaining an optimal employee pyramid balance.• Performance Optimization: Developing performance indicators (KPIs) and tools to enhance and manage organizational performance, project cycles, demand management, and productivity according to regional strategies.• Sales Cycle Monitoring: Forecasting professional demand needs by tracking sales cycles and ensuring proper sourcing aligned with the S&OP process.• Professional Allocation: Overseeing the professional allocation cycle in projects, identifying emerging business opportunities, and determining the skills needed for project success and talent development.• Skill Mapping and Talent Pool: Conducting skill mapping by using ABC XYZ Matrix (Inventory Management Classification) for talent requalification and pre-assembling a candidate pipeline with the Recruitment team to meet future demands.• Collaborative Planning: Working with Recruitment and Strategic Planning teams to anticipate talent needs and develop a candidate pipeline.• Technical and Executive Reporting: Preparing technical studies, digitizing processes, and generating management reports and executive presentations for regional directors.• Project Structuring and Headcount Planning: Supporting the creation of project structures and planning headcount versus payroll.

• Team Coordination and Coaching: Led and coached a team of 20 employees, fostering a collaborative and high-performance environment.• Comprehensive Supply Chain Management: Oversaw material planning, production, packaging, shipping, transportation (Inbound & Outbound), import and export, order management, and inventory level control.• Commercial and Technical Support: Provided technical support for commercial proposals to optimize logistical costs and project feasibility.• Performance Measurement: Developed performance indicators (KPIs) to measure and evaluate supplier performance and various process stages.• Cost Monitoring and Goal Setting: Monitored logistical costs and established targets to drive efficiency.• Inventory Management: Managed inventory of No & Slow Moving items, leading a team of Inventory Officers in each business unit, and reported directly to the Division CFO.• Process Improvement Projects: Implemented improvement projects in the logistics chain using Lean and Six Sigma methodologies to enhance efficiency and effectiveness.• Global Transportation Responsibility: Appointed by the headquarters (Siemens AG) to manage the Division's transportation, contributing to best practices in global transportation forums.• Global Talent Development Program: Participated in the Siemens Supply Chain Network global talent development program, contributing to the analysis and implementation of international projects in the Supply Chain area.

• Team Coordination and Coaching: Led and coached a team of 8 employees, promoting a collaborative and efficient work environment.• Enhanced Logistical Efficiency: Ensured logistical efficiency (Lead Time) in import and export operations by applying Lean methodology, resulting in a 24% reduction in import lead time and savings of EUR 292,000 in logistics costs.• Importation of São Paulo Metro Trains: Responsible for the importation process of the São Paulo Metro trains for the second phase of the Yellow Line, designing the entire logistical process from FOB delivery to unloading on the tracks at the Vila Sonia Yard in São Paulo.• Performance Indicators and Goal Setting: Developed performance indicators (KPIs) for import logistics and set goals for the team to drive performance.• Project Leadership: Led logistics projects in collaboration with headquarters in Germany and Switzerland, and shared best practices developed in Brazil during visits to the Low Voltage Distribution Center in the Czech Republic.• Partner Management: Conducted monthly meetings with contracted partners in import and export operations (customs brokers, freight forwarders, cargo terminals, and transport companies) to evaluate service levels and identify areas for improvement.• Cargo Consolidation: Consolidated cargoes from different business areas and suppliers to optimize the import process and achieve operational and financial efficiency.• Non-Conformity Management: Developed controls and identified non-conformities in the import and export process to prevent recurrence of errors.• Procedure Creation: Created foreign trade procedures to standardize and improve the area’s operations.

• Responsible for Logistics and Operation Improvements in the Low & Medium Voltage factory.• Development and creation of a Shop Floor Management daily meeting to discuss what were the root cause of the uncomplete assembling product in the production line to develop actions to reduce the missing parts and avoid new occurrences.• Logistics KPIs development and monthly meeting with all of the stakeholders involved in the process to verify the issues and performance improvement.• Monthly reports in regards to the delivery reliability, % of missing parts, factory load and production lead time.• Developed a Tool to measure and control logistics/factory performance.• Play a role in Quality Management tasks to ensure that all processes used in the completion of the project meet acceptable quality standards.• Stock controlling and KPI's monitoring.• In July 2011, I was awarded on Siemens 3i program for having designed and established a process to refund Non-Conformity costs originated created by international suppliers.Skills developed: Gained knowledge about Logistics & Factory Operation processes; project leading, leading others, E2E process view and Lean practice.

• Import Order Coordination: Managed import orders from the issuance of the import request to the entry of goods into the factory's inventory.• Logistics Negotiation: Negotiated logistics timelines with international suppliers to improve lead times for factory receipt, product production, and final customer delivery.• Cost Reduction Initiatives: Focused on consolidating shipments to reduce costs associated with international freight, handling, and customs expenses.• Shipment Coordination: Coordinated shipments from India, China, Germany, the United States, and Argentina.• Logistics Decision-Making Tool: Developed a tool for selecting the most cost-efficient logistics routes, which was awarded among the best ideas at Siemens in 2010.• International Projects:• Shanghai, China: Visited the Siemens Circuit Breakers plant to train the local team on creating export documents in compliance with Brazilian legislation (March 2010).• Germany: Received training on Medium Voltage portfolio at the Indoor Circuit Breakers factory in Berlin and Gas-Insulated Panels factory in Frankfurt (December 2010).