Diretor de operações - COO

• May 2022 - Present

Corporate director of Planning and Operational Excellence

• Apr 2020 - May 2022

Leading a team of 57 people, including 5 managers, and of the S&OP, S&OE processes, portfolio Management, Corporate Planning (facility guidelines, KPI management and audit of the processes of production planning and control with the PCP teams of the units), design of materials (pharmaceutical supplies, inventory and development of the packaging), planning for third parties, operational excellence, management of capacity (MFV and OEE), and standardization (SMED and 5S), and management of Kaizens.• Development of the NC Farma system of operations: pulled production system aimed at demand and continuous improvement using and integrating lean manufacturing methodologies for 5 factories, with production volume of 70 million units / month and more than 2 thousand employees;• Asset optimization and productivity increase per headcount by 10%, in the 1º year after implementation and generation of pipeline growth by 100%/ in 5 years, through productivity initiatives;• Implementation of just in time supply models for packaging materials, enabling reduction of packaging inventory by 30%;• Creation of the S&OP process in line with the pulled production methodology, integrating 13 businesses units to 5 manufacturing plants, reducing BO by more than 10 pp;• Structuring the corporate planning area, establishing the corporate governance of the manufacturing units, ensuring greater transparency for decision-making and route correction.

Head of Supply Chain and Operational Excellence

• Jul 2017 - Mar 2020

Responsible for E2E chain (1 receiving warehouse-10K positions, 1 factory plant-4M units month), 3 CMOs and 6 CDs (Brazil and Mexico - 8K positions/ month) for the activities of S&OP, PCM, DRP, PCP, inventories, Inbound Logistics, outbound (Brazil and subsidiaries) and International (Import and export), outsourcing and operational excellence. Team with almost 100 employees.• Implementation of Lean methodology for Planning Processes (demand – driven material requirements planning - DDMRP), monitoring of Kaizens (135 Kaizens opened in 2019 generating cash flow and earnings estimated at 3.2 m BRL.) and methodology and control of standardization processes and 5S, resulting in significant improvement in inventory optimization X turnover volume;• Change of logistics operator to the Mexico branch, involving negotiation of local contracts and transfer of materials, without disruptions in the level of services and guarantee of inventory accuracy.

Supply Chain Planning and Control Coordinator

• Jun 2013 - Jun 2017

Responsibility for S&OP, MRP, DRP, indicators and inventory control, budgeting of logistics costs and direct raw material, as well as managing the fulfillment of sales orders.• Implementation of the S&OP process generating Back Order reduction in 4 pp;• Leader of the outsourcing project of transport and warehousing activities for logistics operator, with savings BRL $1 M and increase of service level by 4 pp;• Creation of physical inventory process on CDs, generating 18pp improvement in inventory accuracy;• Implementation of the annual budgeting process and monthly control of direct material costs, unfolding the corporate strategy of efficiency and governance;• Mapping of processes and the matrix of supply Chain indicators, raising organizational maturity.

Team leader of purchasing Control (Direct and indirect)

• Mar 2011 - Jun 2013

Responsibility for controlling raw material costs, budget, headcount, and internal controls.• Adaptation of the Latam operation to global corporate standards, with the implementation of a new cost-sharing methodology of the global regional strategic sourcing structure.

Controller analyst

• Feb 2009 - Mar 2011

• Coordination of the economic planning process for Latin America. • Consolidation and monthly analysis of results LAM. • Calculations of economic viability of projects.

Finance and Controller Trainee

• Jan 2007 - Jan 2009

(Central, factory and treasury controller, and international module in Germany)• Implementation of a structure to benefit the laws of incentive to technological innovation-Lei do Bem (gain of BRL 1. 5 M in 2007 and BRL 4m in 2008);• Restructuring of the accounts receivable process and implementation of the cash flow process in two new acquisitions of the company (Colombia and Chile).

Trainee Advisory

• Nov 2004 - Jul 2005

External audit trainee

• Jun 2004 - Nov 2004