Experience

General Motors South America

• Brazil
• Motor Vehicle Manufacturing
• 700 & Above Employee

• Operational Excellence Master - Process Supervisor

  • Apr 2018 - Present

  • Execution of corporate projects relating to the areas of Sales, After Sales, Marketing and Customer Experience in several countries in South America. • Coaching in more than 100 projects carried out by Black Belts, Green Belts and OpEx Leaders in different areas of the company, with accumulated savings of US$ 20 million/year, using different methodologies: Six Sigma, Lean, Agile and DFSS. • Training of Green Belts and Black Belts and coaching of the respective projects in the areas of Manufacturing, Manufacturing Engineer, Tax, Quality, Sales, After Sales and Customer Experience. • Conducting several DMAIC trainings (40h) for OpEx Leaders. • Definition and support in conducting OpEx program strategies. Show less



OTTO & COMPANY Strategy Consultants GmbH

• Germany
• Business Consulting and Services
• 1 - 100 Employee

• Senior Consultant

  • 2016 - 2017

  Conducting Focus-Interviews with 700 employees to identify and develop solutions in several areas (commercial and sales, marketing, communication and HR) at the pharmaceutical multinational MSD Conducting Focus-Interviews with 700 employees to identify and develop solutions in several areas (commercial and sales, marketing, communication and HR) at the pharmaceutical multinational MSD



Eurofarma

• Pharmaceutical Manufacturing
• 700 & Above Employee

• Lean Six Sigma Senior Manager - Master Black Belt

  • 2006 - 2016

  • Implementation and management of the Lean Six Sigma area, encompassing all company sites and areas (industrial, technical, administrative and commercial).• Execution and monitoring of more than 300 improvement projects, with average accumulated savings of US$ 2,2 million/year.• Building and training of more than 1,200 Green Belts, Lean Belts, Yellow Belts, Kaizen Leaders and Champions to disseminate the continuous improvement culture.• Expansion of the Lean Six Sigma program in subsidiaries throughout Latin America.• Implementation of Kaizen events in the productive and technical areas, involving multidisciplinary teams and different hierarchical levels, with proven results. • Dissemination of goals with Vice Presidents, Directors and Managers for purposes of defining projects and selecting people.• Reporting the status of programs to the CEO, Vice Presidents, Executive Committee and Directors of all company areas. Show less

• Project Leader - Black Belt

  • 2003 - 2006

  • Execution of 8 Lean Six Sigma projects with savings of R$5 million/year. • Projects with a focus on reducing corporate expenses, reducing inventories, boosting productivity of manufacturing lines and managing waste, encompassing the entire value chain.

• Product Manager - Pearson Veterinary Line

  • 2002 - 2003

  • Responsible for the sales and distribution strategy of the BD - Injection Systems - product line for the veterinary market.• Launching of the Themaxis veterinary line in Mexico – involving market studies, product registrations, launchings and sales.• Development of partnership agreements with companies that manufacture V10 vaccines for dogs and filing of sales registrations.• Partnerships with multinational veterinary companies to produce and also transfer products.



Fort Dodge Animal Health

• United States
• Pharmaceutical Manufacturing
• 200 - 300 Employee

• Business Manager

  • 1995 - 2001

  • Responsible for marketing and sales of products for companion and large animals. • Management of an internal technical and sales team, and 22 distributors. • 36% growth in sales in the first year and 22% in the second year of management in the companion animal business line. • Development of customized commercial-relationship strategies for end clients (2,000 veterinary clinics and hospitals). • Responsible for marketing and sales of products for companion and large animals. • Management of an internal technical and sales team, and 22 distributors. • 36% growth in sales in the first year and 22% in the second year of management in the companion animal business line. • Development of customized commercial-relationship strategies for end clients (2,000 veterinary clinics and hospitals).