• Logistics, commercial, and financial management of components and parts of mining mobile equipment as part of a team responsible for R$ 35 MM/month revenue.• Analysis, monitoring, and management of fleet performance indicators (Availability, MTBF, MTTR, MTBS, Utilization, OE), loss profile, fault trees, and generation of action plans aimed at increasing asset productivity and process optimization.• Support in conducting new operational processes with customers, planning and allocation of necessary material and human resources.• Feasibility studies for introducing new products (demand, resources, ROI, risks).• Participation in continuous improvement projects for internal and external processes.• Commercial support in machine refurbishment projects, participating in scope, deadline, and quality definition. Tracking financial and physical progress.• Responsible for trend analysis of consumption and forecasting future demand for products or services based on sales data and market indicators.• Strategic definition of internal and external stock for critical items.• Presentations and participation in executive meetings.

• Developed a Lean Six Sigma project in the logistics and commercial area of parts, structured by the DMAIC method and supported by its tools (Ishikawa Diagram, Pareto Chart, Cause and Effect Matrix, SWOT, FMEA) to reduce inventory costs. Financial impact of R$ 1 MM/year in holding cost savings.• MBA courses taken at IBMEC: Financial Management, Agile Methodologies, Project Management, Sales Management, Strategic Marketing, Leadership, Negotiation, Conflict Management, and Business Strategy.• Activities focused on the development of soft skills and abilities for management, leadership, and sales.• Job rotation.

• Member of a team responsible for failure analysis for plant assets.• Preparation of technical reports based on structural integrity inspections.• Management of action plans (defining deadlines, responsibilities, and necessary resources for each step).• Application of Lean Manufacturing tools (Kaizen, 5S, Visual Management, and KPIs).• Use of predictive techniques (vibration analysis, ultrasound, thermography, and oil analysis).• Conducting weekly FMDS meetings to promote strategy and goal deployment.