Experience

Impacto - Business Solution

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

• Managing Director / Diretor Executivo

  • Nov 2019 - Present



Condor Tecnologias Não-Letais

• Brazil
• Chemical Manufacturing
• 200 - 300 Employee

• Industrial Director

  • Nov 2014 - Oct 2019

  Reporting to the CEO, responsible for managing FULL Manufacturing, R&D and Supply Chain areas, with 700 employees and annual revenues of R$ 280 MM. A Non-Lethal Weapons Company, leader worldwide in its segment.. Responsible to develop a Strategic Plan including the Master Plan to double the production capacity in 3 years, investment of R$ 15MM;. Restructuring of the site ́s organizational chart, reducing 2 hierarchical levels, saving R$ 1,1MM year;. Eliminate overlapping of production shifts, increasing the productivity in 4%;. Implementation of Lean Manufacturing Program, saving of R$ 0,9MM year;. Renegotiation all services contracts, saving R$ 0,6MM year;. Implementation of Quick Savings Program in the procurement area, savings R$ 1,5MM year;. Redesign all Logistic network national and international, saving of R$ 0,4MM year;. Implementation of Supplier Quality Assurance Program;. Implementation of Global Source Program, saving of R$ 1,9 MM year;. Develop a large program to automate of production, increasing the productivity in 18% by 2014 year.



Grupo Tigre

• Brazil
• Construction
• 700 & Above Employee

• Managing Director

  • Jan 2014 - Sep 2014

  Reporting to the CEO, responsible for managing the PVC Door and Window Business Unit, with 130 employees and annual revenues of R$40 million.Responsible for managing the P&L, building and executing the strategic and budget plans with a focus on overseeing the managers responsible for business areas, which included the Commercial, Marketing, R&D, Financial, HR, EHS and Operations (Supply Chain & Industrial).. Responsible for increasing sales in 2014 by 18% in comparison with the first semester of 2013, as well as turning around the operating loss posted in the fourth quarter of 2013;. Creation of the expansion model for Claris resellers and implementing a sales force for working with large construction companies;. Preparation of the program for the SAP go live at the Claris unit;

• Managing Director

  • Jun 2010 - Dec 2013

  Reporting to the VP of New Business, responsible for managing the Hydraulic Accessories and Pipes & Fittings Business Unit, with 950 employees and annual revenues of R$220 million.Two Plants, Pouso Alegre/MG and Manaus/AM and a Dristibuiton Center in Recife/PE.Responsible for managing the P&L, building and executing the strategic and budget plans with a focus on overseeing the managers responsible for business areas, which included the Commercial, Marketing, R&D, Financial, HR, EHS and Operations (Supply Chain and Industrial). Restructuring of the Silver Business Unit, defining commercial policies and organizational structure changes, obtaining a significant improvement in results (sales +58%, margins +6% and productivity +28%), having also turned around the business from a -15% EBITDA to +4%;. Definition of the sales force’s new business strategy, using coverage analysis and consumption potential, improving the sales to customer rate by more than 23% in one year;. Creation of the export department, increasing export share of sales from 1% to 4%;. Repositioning of the R&D area’s focus, bringing in domestic and international partnerships, significantly increasing the launching speed of new products;. Implementation of a waste reduction program based on Lean Manufacturing concepts;. Reorganization of the logistics and operational planning process, reducing order cycle time by 60% and increasing in full from 75% to 96%;. Redefinition of the marketing strategy, focusing disclosure at POSs and repositioning prices;. Restructuring of the industrial area, which led to significant productivity gains, better quality and a significant reduction in costs, posting several records in terms of sales and production;. Expense reductions through analysis of supplier agreements based on Supply Competition;. Implementation of the management system based on the Balanced Scorecard (BSC).



Rexam

• Packaging & Containers
• 700 & Above Employee

• Regional Operations Manager

  • May 2007 - May 2010

  Responsible for the Manufacturing, HR, EHS and Finance areas of 5 production units (Brasília, Rio de Janeiro, Viamão, Recife and Chile) of the aluminum can for beverages division in South America, with 423 employees, annual revenues of US$400 million, annual budget of US$283.5 million and annual investments of US$8 million.. Implementation of Balanced Scorecard (BSC) and its respective dissemination to all units in the region;. Responsible for supporting the Lean philosophy, leading the RS unit to be considered the Best Lean Business in the world (2008) and the first in the group to receive the Diamond Award, called Beyond Gold;. Implementation of a benchmarking program, obtaining a reduction in direct and fixed costs of US$3.5 million in 2009 and increasing productivity 4% (in relation to 2008), generating a margin of US$1.6 million;. Creation of the Safe Attitude Program, reducing the number of labor accidents by 25%;. Adoption of the shared inventory program, reducing replacement parts by US$1 million;. Implementation of the Competitiveness Program using KPIs, ranking two units in the region among the 22 in the Americas with the #1 and #2 best results.

• Plant Manager

  • May 2006 - Apr 2007

• General Manager

  • Mar 2004 - May 2006

  Responsible for managing the Business Unit P&L, with 65 employees and annual revenues of US$40 million.. Definition of the Commercial Strategy for winning back customer contracts and identifying market niche for a new product, increasing sales by 53%.. Implementation of the BSC methodology for analyzing budget deviations and Lean program for eliminating wastes, improving Operating Profit by 86% and OEE by 21%, reducing spoilage from 4.5% down to 2.5%, and manufacturing costs by 26%; . Restructuring of the unit’s organizational chart, creating the Supply Chain area and introducing Supplier Competition and VMI practices, increasing cash generation from US$7 million to US$13.3 million, while increasing inventory turnover from 4.2 to 9.3; . Reestablishing ties with the Labor Union by negotiating the Collective Bargaining Agreement and creating the “Breakfast with the General Manager” program, which increased employee satisfaction in climate surveys from 69% to 82%; . Introduction of a methodology for preparing the annual budget and capital investment plan; . Achievement of Rexam World Class category in the global EHS audit.

• Quality, Production, Process Manager

  • Oct 1999 - Mar 2004



Alpargatas S.A.

• Brazil
• Manufacturing
• 700 & Above Employee

• Industrial Strategic Manager

  • Oct 1989 - Sep 1999

  . Accomplished several posisions; > Industrial Strategic Manager - Corporate position in the Footwear Division - São Paulo/SP - BR, > Plant Manager - Truck Tarpaulin Division - Pouso Alegre/MG - BR, > Plant Manager - Sewing Division - Aracaju/SE - BR, > Industrial Manager - Sewing Division - Aracaju and Natal/RN - BR, > Industrial Supervisor - Sewing Division - Natal and São Carlos/SP - BR



Unilever

• United Kingdom
• Manufacturing
• 700 & Above Employee

• Trainee Engineer

  • Feb 1989 - Sep 1989

  . Part of Unilever Trainee Program.