Emílio Moreira

Gestor Projetos de Turnaround at Nordex Consultoria Empresarial
  • Claim this Profile
Contact Information
us****@****om
(386) 825-5501
Location
Bragança Paulista, São Paulo, Brazil, BR
Languages
  • Inglês Native or bilingual proficiency
  • Espanhol Native or bilingual proficiency

Topline Score

Topline score feature will be out soon.

Bio

Generated by
Topline AI

5.0

/5.0
/ Based on 2 ratings
  • (2)
  • (0)
  • (0)
  • (0)
  • (0)

Filter reviews by:

Reginaldo Bernardino

Emílio Moreira é um profissional altamente qualificado e competente. Tem um grande conhecimento em toda a gestão da cadeia produtiva, um profissional com grande visão estratégica dos negócios das empresas onde atuou. Uma pessoa séria, firme e comprometida com os resultados.

Eduardo Lenzi

Emilio ha sido como jefe muy respetuoso, carismatico, diplomatico, siempre apoya a sus subordinados y deja actuar con libertad dentro de los objetivos perseguidos.

You need to have a working account to view this content.
Join now
You need to have a working account to view this content.
Join now

Credentials

  • Engenheiro de Segurança do Trabalho
    Fundação Armando Alvares Penteado
  • MBA - Gestão de negócios
    NAIPPE - USP

Experience

  • Nordex Consultoria Empresarial
    • Brazil
    • Business Consulting and Services
    • 1 - 100 Employee
    • Gestor Projetos de Turnaround
      • Aug 2020 - Present

      Responsável por projetos de Turnaround nos setores de autopeças, metal-mecânico, alimentício, e construção civil. Estabilização da crise financeira, reestruturação do modelo de negócio, modelo de gestão, modelo financeiro e operacional, e suporte para volta a normalidade empresarial de caixa, EBITDA, e agregação de valor. Responsável por projetos de M&A, Valuation em empresas de diferentes setores ( embalagens, higiene e limpeza, plásticos, química de base, e automobilísticas). Desenvolvimento, condução de planos de Recuperação Judicial para diferentes portes de empresas Show less

  • Ecossistema Lasses
    • Brazil
    • Business Consulting and Services
    • 1 - 100 Employee
    • Consultor Senior de Negócios e Turnaround
      • May 2019 - Jun 2020

      Consultor sênior, responsável por turnaround no setor alimentício, e redes varejistas. Melhorias de performance na gestão de operações , turnaround financeiro em franquias e franqueados (revisão do modelo financeiro e operacional), com reestruturação de processos, otimização de estoques, estabelecimento de novos sistemas de governança voltados às necessidades do negócio, em grandes redes varejistas. Clientes como Adidas, Boticário, Hering, Nike, Mixed, Claro, WAP. Consultor sênior, responsável por turnaround no setor alimentício, e redes varejistas. Melhorias de performance na gestão de operações , turnaround financeiro em franquias e franqueados (revisão do modelo financeiro e operacional), com reestruturação de processos, otimização de estoques, estabelecimento de novos sistemas de governança voltados às necessidades do negócio, em grandes redes varejistas. Clientes como Adidas, Boticário, Hering, Nike, Mixed, Claro, WAP.

  • Dois Dez Industrial
    • Brazil
    • Construction
    • 1 - 100 Employee
    • Business and Operations Development Manager
      • Feb 2018 - May 2019

      Projects development for business growth and margins improvements. Actions in the financial area (reorganization of accounts, fixed and variable costs, receipts / payments flow, fiscal / financial / accounting compliance procedures and adequacy of working capital to differentiation and cost strategies). Restruturing of the large projetcs management (up to R$ 1 Million), administrative area (contracting and outsourcing polices, others HR policies, compliance in the processes of purchases, sales, and payments). In the commercial area (remodeling of e-commerce, new sales channels, product strategies and prices for different market niches). In the operational area (revision of inside manufacturing process and/or outsourcing). Sales growth in 2018 81% compared to 2017. Show less

  • Tempur Sealy International
    • United States
    • Consumer Goods
    • 700 & Above Employee
    • Operations and Lean Process Consultant
      • Jan 2017 - Jan 2018

      Support at the Mexican subsidiary of the world's largest mattress manufacturer, for operational improvements. Redesign of processes, reassessment of functions, direct and indirect remuneration revision, QMS, inventory optimization, maintenance management (TPM). Creation of KPIs by area, integrated with BSC and Strategic Corporate Plan. Intensive training of personnel. Reduction of turn-over by 15% and inventories by 26% through Lean techniques and people management. Support at the Mexican subsidiary of the world's largest mattress manufacturer, for operational improvements. Redesign of processes, reassessment of functions, direct and indirect remuneration revision, QMS, inventory optimization, maintenance management (TPM). Creation of KPIs by area, integrated with BSC and Strategic Corporate Plan. Intensive training of personnel. Reduction of turn-over by 15% and inventories by 26% through Lean techniques and people management.

  • Alphamotion do Brasil
    • Mato Grosso State
    • Industrial Manager
      • Aug 2015 - Dec 2016

      New products release (with SCRUM methodology) and their new distribuition channels, optimization of operational and administrative processes (via BMP) to produce them. Management of production problems via tools as DMAIC, Six Lean, quality plans (PPAP, FMEA, APQP), Lean Maintenance (RCFA and OEE). Expansion of company's business range. Cost reduction throughout the current operation by 18%. Intensive use of BI (outsourced) for strategic decision making. Perfect Order Increase from 43.8% to 68.1% due to improved product availability. Show less

  • Leggett & Platt
    • United States
    • Furniture and Home Furnishings Manufacturing
    • 700 & Above Employee
    • Branch Manager - BRASIL / URUGUAY
      • Mar 2001 - Jun 2015

      Manager and technical direction of manufacturing and sales. Leading development and implementation of strategic plans for the region, of the worldwide leader in its segments. Responsible for start-up of plants and products, manager of operations in Mercosur, including relationships with communities, government agencies of each country, professional associations linked to the sector, customers, suppliers, and headquarters in the USA. Manager and technical direction of manufacturing and sales. Leading development and implementation of strategic plans for the region, of the worldwide leader in its segments. Responsible for start-up of plants and products, manager of operations in Mercosur, including relationships with communities, government agencies of each country, professional associations linked to the sector, customers, suppliers, and headquarters in the USA.

  • Protiviti Brasil
    • Brazil
    • Business Consulting and Services
    • 200 - 300 Employee
    • Loss Prevention Manager
      • Feb 2000 - Feb 2001

      Project manager to reduce operational losses in the Extra, Pão de Açúcar and Barateiro supermarket chains. - Improvement in the inventories management, process of cyclic counting reaching accuracy of 99.12%. - Acting at operations process through internal industrialization by lean philosophy. Profitability of the branches has increased by 3%. SMOI and expitarion dates reduction from 23% to 11%, that has resulted gains of R$ 2.2 million. - Development of projects to prevent risks of operational losses such as tasting, theft, damage to products by movement, storage, transportation - Formation of internal lean manufacturing bases in the Extra food sessions (chickens, juices, seasonal dishes). Show less

  • Neolabor Consultoria
    • Brazil
    • Business Consulting and Services
    • 1 - 100 Employee
    • Project manager - PMO
      • Aug 1994 - Dec 1999

      Project Manager especializado em médias empresas. Trabalhos em empresas de diversos setores econômicos no Brasil e exterior (Black and Decker – Ganhos de produtividade de 7,8% na produção de aparelhos elétricos, INCEPA – Redução de 4,1% nos custos de operação, Organização Odebrecht – redução de custos operacionais em 4,5%, Ministério da Industria e Comércio - Confederação Nacional da Indústria CNI – IEL coordenando, em mais de 40 empresas, o programa a formação de gerentes, e a implantação de novas formas de gestão de pessoas e negócios. Análise, remodelação de negócios em construtoras de médio e grande porte. Show less

  • Método Engenharia
    • Brazil
    • Construction
    • 400 - 500 Employee
    • Industrial Manager
      • Mar 1990 - May 1994

      Implementation of Lean tools for steel products manufactuting, such as Kaizen, Kanban, Poka-Yoke, Value Stream Mapping, SMED, - Lean Startup plant in Brasilia, DF. Business planning using tools such as SWOT Analysis, BMG Business Model and Action Plan 5W2H - Management of the industrial part of the company. - Integration of industrial, financial and HR governance. During this period, the company was chosen the company of the year by the magazine "Exame - Maiores e Melhores". - Implementation of Lean tools for steel products manufactuting, such as Kaizen, Kanban, Poka-Yoke, Value Stream Mapping, SMED, - Lean Startup plant in Brasilia, DF. Business planning using tools such as SWOT Analysis, BMG Business Model and Action Plan 5W2H - Management of the industrial part of the company. - Integration of industrial, financial and HR governance. During this period, the company was chosen the company of the year by the magazine "Exame - Maiores e Melhores". -

  • Eastman Kodak Company
    • Manufacturing
    • 700 & Above Employee
    • Industria Engineer
      • Jan 1988 - Feb 1990

      Engineer responsible by programs of continuous improvement and lean manufacturing, Restructuring of the management of industrial processes, system of costs, ERP database, inventories optimization to manufacture and maintenance. Quality management based on Six Sigma Engineer responsible by programs of continuous improvement and lean manufacturing, Restructuring of the management of industrial processes, system of costs, ERP database, inventories optimization to manufacture and maintenance. Quality management based on Six Sigma

  • Philips Lighting
    • Netherlands
    • Appliances, Electrical, and Electronics Manufacturing
    • 700 & Above Employee
    • Manufacturing Superviser
      • Nov 1986 - Dec 1987

      Operational restructuring of several departments, projects to review operational timing standarts, MRP upgrade, changes in lamp manufacturing management, information systems, and revision of the standart costs calculation system (standard cost). There was a 4.5% increase in the production capacity of the lamp assembly department, as well as the production of subcomponents by 6%. Operational restructuring of several departments, projects to review operational timing standarts, MRP upgrade, changes in lamp manufacturing management, information systems, and revision of the standart costs calculation system (standard cost). There was a 4.5% increase in the production capacity of the lamp assembly department, as well as the production of subcomponents by 6%.

  • Procter & Gamble
    • United States
    • Manufacturing
    • 700 & Above Employee
    • Industrial Engineer
      • Jan 1985 - Nov 1986

      Industrial engineering projects to process improvement - (logistics, quality). Implementation of projects to increase productivity in operational soaps, personal hygiene products, creams oprtional process, getting reduction of "standard cost" by up to 8%. Projects of employess performance general evaluation, as well as symbolic and financial recognition as a management practice. Industrial engineering projects to process improvement - (logistics, quality). Implementation of projects to increase productivity in operational soaps, personal hygiene products, creams oprtional process, getting reduction of "standard cost" by up to 8%. Projects of employess performance general evaluation, as well as symbolic and financial recognition as a management practice.

Education

  • Insper
    Curso Intensivo, Recuperação de Empresas - Do Diagnóstico a Recuperação
    2021 - 2021
  • Universidade de São Paulo
    Master of Business Administration (MBA), Business Administration and Management, General
    2004 - 2006
  • Universidade de São Paulo
    Mestrado, Engenharia e Gestão Industrial
    1990 - 1993
  • Fundação Armando Álvares Penteado
    Pos Graduação, Engenharia Segurança do Trabalho
    1988 - 1990
  • Universidade de São Paulo
    Engenheiro de Produção, Engenharia de Produção Mecânica
    1981 - 1985
  • Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo
    Administração de empresas, Administração e Negócios
    1986 -

Community

You need to have a working account to view this content. Click here to join now