Managing Director

• Nov 2019 - Present

COO Board Member

• Jan 2012 - Oct 2019

Reported to the CEO. Invited by shareholders to become a Board Member. Co-Managing a P&L of 15M€. Managing a team of 7: 2 Production Managers, Technical Manager, Purchasing Manager, Maintenance Manager, Logistics Supervisor and Warehouse Supervisor. Operations Team composed of up to 130 people. My main mission as COO, and later as a board member, consisted in turning around and expanding Pinkplate's business. Main Projects and Results: • 6% sales CAGR evolution and EBTIDA/Sales growth over 70% from 2013 to 2017. Achieved "best in class" position within European peers. • Awarded major Iberian banks retail store decoration contracts. • Successfully merged two company’s operations on time, 12 months, and within budget, over 2M€, while maintaining full operational support to sales. Several teams from different nationalities involved. 30 people relocated, 20 main production processes and 60 production lines and machines dismantled and restarted. • After merger and within a stable demand scenario: Major P&L positive impact through cost reduction results: raw materials and consumables costs, average stock value, maintenance costs, Operations HC and Operations areas rent costs. • Conceived and implemented the industrial restructuring plan that concentrated three operating sites into one. • Supported the implementation of a sales strategy that increased volumes in Portugal and in Spain through a selective penetration and expansion sales strategy. • Directly supported Spanish Market sales growth in large and complex sales projects, namely through interacting with Clients, building business cases, selecting technology solutions, procuring innovative materials and preparing final commercial proposals. • Transformed Pinkplate's technological processes from analog to digital in order to match Pinkplate's offer to market needs. Show less

Site Manager

• Feb 2010 - Jan 2012

Reported to the COO at DHL Supply Chain Portugal and directly Managed an 8M€ P&L. Managed a team of 9: Operations Planning & Execution Manager, Customer Service Manager, Operations Control Manager, Continuous Improvement Manager, Internal Control Manager, HR Interface, EHS Supervisor, Maintenance Supervisor and IT supervisor. Managed an overall goods flow valued over 500M€/year overseeing 15.000 sku’s, on 45.500 plt, shipping 84.000 boxes/day with a team of 350 people on a 36.000m2 Warehouse infrastructure. My main mission was to successfully manage the Auchan’s, client, account through efficiently managing the 3PL’s Contract and expanding account revenues. Auchan is one of the leading Modern Distribution Insignias in Portugal with over 35 supermarkets, 30 consumer electronics and appliances retail shops, pharmacies, gas stations, etc. Main Projects and Results: • Negotiated and renewed the main 3PL contract for FMCG and BAZAR including XDocking Operations. • Expanded sales volume with Auchan: Gained new 3PL contract for Electrical Appliances and Consumer Electronic Goods and gained new 3PL contract for Textile Goods. • Permanently negotiated and discussed contract’s KPIs status, invoicing, new logistics projects, continuous improvement projects and audit results for FMCG, BAZAR, Electronics, Textile with Warehousing and XDocking Operations: Ex. Of KPI Targets: Transport line waiting time, unloading and check time, errors receiving, inbound planning efficacy, on time shipping, fill rate, order errors, outbound planning efficacy, inventory accuracy, inventory losses, audit Conformities level, etc. • Led the project and implementation teams that prepared and launched new supply chains operations for Electric Appliances, Consumer Electronic Goods and Textile Goods +12.000 m2 and +8.000 sku's. • Conceived and presented savings projects estimated to represent a 5,5% reduction in overall contract. Early implementations led to 1,1% total savings. Show less

Partner - Operations Consultant

• Apr 2008 - Feb 2010

Operations Consulting Start-up, 3 MBA Colleagues as Partners. Axon was an Operations Consulting Company that offered its clients an array of evaluating, designing and implementing services for start-up business, growth and expansion and turnaround of existing business. Main Projects and Results: • At Sensys Systems an Energy Systems solutions start-up: Assigned ERP project implementation. • At Dancake Portugal SA: Assigned to devise an Operations restructuring plan. Dancake had 55M€ in revenues, was present in 71 Countries and had 250 Employees. Dancake is an experienced bakery industry company that owns two sites in Portugal and exported 75% of the produced products to 71 countries. • Also at Dancake, assumed the role of interim Operations Director and reported directly to CEO. Managed a team of 9: Production Manager, Quality Control Manager, Maintenance Supervisors, EHS (Environment, Health and Safety) Manager and Warehouse Supervisor. Responsible for planning, production, quality control and quality assurance, continuous improvement, raw materials warehousing, maintenance and Logistics, 300 people. Show less

Operations Technical Services Manager

• Nov 2007 - Mar 2008

I was recruited to join the start up team that would prepare, launch and implement a global efficiency program. The initiative was later globally cancelled and as a contingency I was relocated to an Operations Technical area. Reported directly to the COO at Tabaqueira. Managed a team of 5 Managers: Continuous Improvement, Engineering and Maintenance, Quality Assurance, EHS and Technical Training. Overall departments with 80 people. I was recruited to join the start up team that would prepare, launch and implement a global efficiency program. The initiative was later globally cancelled and as a contingency I was relocated to an Operations Technical area. Reported directly to the COO at Tabaqueira. Managed a team of 5 Managers: Continuous Improvement, Engineering and Maintenance, Quality Assurance, EHS and Technical Training. Overall departments with 80 people.

Plant Manager

• Mar 2004 - Nov 2007

Reported to the CEO and directly managed a 12M€ P&L. Managed a team of 8: 3 Production Managers, Planning Manager, Quality Control Manager, Quality Assurance Manager, Maintenance Manager, EHS Manager. Responsible for managing a team of 130 people at the plant that delivered goods to over 30 national and multinational Pharmaceutical and FMCG client companies Achieved the highest ever sales volume: 12M€ with 10M pharmaceutical packages and FMCG sold. Turned the Contract Manufacturing Business Unit into a profitable unit. Negotiated and was awarded with new manufacturing contracts for national and multinational Pharma companies. Expanded revenues in existing contracts with national and multinational Pharma companies. Managed efficiency improving projects, Lean and 6Sigma, which achieved 20% time to market reduction and 10% cut in operational process costs. Led the team that achieved triple ISO certification: Quality, Environment and Safety. Show less

Maintenance Area Manager

• Jan 2001 - Mar 2004

Reported to Tergen’s Industrial Director and managed a budget up to 15M€. Managed a team of 3: Mechanical Maint. Manager, Electrical Maint. Manager, Warehouse Supervisor. During planned Maintenance periods led teams of up to 100 technicians from several Engineering fields and countries. Supervised the construction, start up and connection to the Portuguese National Electrical Grid of a new Combined Cycle Power Plant, 550M€ CAPEX, on time and on budget. Managed the selection and recruitment process of the supervising and operational team, 50 people. Negotiated critical maintenance contracts. Structured the maintenance systems and procedures. Show less

Maintenance Manager

• Sep 1996 - Dec 2001

Reported directly to COO, managed budget up to 5M€. Managed a team of 2: Maintenance Engineers that led maintenance execution teams up to a total of 30 technicians. Managed Engineering projects for the construction and start up of new pharmaceutical and biotech production facilities. Executed factory and site acceptance tests in order to test, install and start up new processes. Supported Medinfar's growth developing maintenance systems and procedures in order to have stable and controllable processes, reduced downtime for process equipments and overall infrastructure. Show less