• Skilled in building teams, coaching and empowering people to be successful, developing strong customers and suppliers relations, team work, managing conflicts, always based in real results. • Solid career in the commercial, industrial and e-commerce industries • Experienced top manager for leading global multinational operations and Companies; • Aggressive approach to performance improvement results • Recognized Global manager, actively participating in several industry’s turn-around strategy’s groups; • Resilient and audacious, was chosen by Renault Operations Vice President to manage the implementation of the Renault/Nissan Production System, performance plant turn-around project, at Sandouville Plant, France (20% productivity improvement in one year); • Available for travels, worked into several countries, like USA, France, Spain, Argentina, Chile, Mexico, Japan, Turkey, Slovenia, Rumania, Austria, ..., having great exchange experiences; • Leading cross-functional teams and Board of Directors for strategic projects; • Successful suppliers performance chain management • Lead the implementation of quality controls, safety procedures, environmental and management improvement programs; • Fluent in Portuguese, French, English and Spanish; • Legally authorized to work in US CORE COMPETENCES - Managing Director - Manufacturing Management - International Special Projects - Senior Consulting - Turn-Around Projects - Supply Chain management - Entrepreneur - Interim Management - International Executive - Project Management - E-Commerce / Digital Marketing - Sales Finance Projects EDUCATION: • Mechanical Engineering - PUC MG - Brazil • Master Degree in Finance - PUC RJ – Brazil (MBA) • International Manufacturing Program - INSEAD – France • Renault Management Performance – ESSEC – France • Renault Production System - France • Nissan Production System – Japan • Logistics for High Executives – COPPEAD / MICHIGAN UNIVERSITY - Brazil PROFESSIONAL ORGANIZATIONS/ AFFILIATIONS: • Member of ANFAVEA’s (Brazilian National Car Manufacturers Association) - Logistics Committee • Member - France-Brazil Chamber of Commerce / Industrial Federation of the State of Paraná • Member – Supply-Chain Executive Private Group, with companies like VW, IBM, Volvo, Fiat, ... LANGUAGES: Fluent in English, French, Portuguese and Spanish VOLUNTEER: • Marjory Stoneman Douglas High School – Football Department / Community services • Equine Assisted Therapies of South Florida – Disabled Children • Capa dos pobres – supporting poor families in changing their lives - Brazil • Satellite High School – Football Department / Community services • Coastline Community Church – Indian Harbour Beach – Florida
Senior Management Consultant Management and turnaround Consulting Managing projects in companies like Daimler and ZF (more than 10 Million Dollars in savings) Business Development: Using my Strong network to get new projects in companies like Renault, Nissan, Michelin and others.
Business Development Consultant / Council Member for Company Strategy Company 100% working for automotive industry (passengers cars) Due to my Business experience and Network, I’m responsible for developing a new strategy to improve the net sales and profitability: improve the company businesses in new industries, like Agriculture, Solar and Wind Energies, Construction, Oil&Gas, Transports, etc. Achieved to be successful in conquering national agreements with companies like Bosch, Case New Holland and Caterpillar. Improved yearly sales from 15 to 20 Million Reais, and the profitability from 6% to 8%.
E-commerce (www.voucolar.com.br) First product customization website e-commerce in Brazil (Tech Start-up) Yearly sales of about 1 Million Dollars, and 40% profits Partner
CEO South America • First Professional CEO • Machines for wafers, cookies, crackers, ice cream cones and sticks, waffles, etc. • Successfully improved gross sales by 60% despite 2009 world-wide economic crisis; • Increased the profitability, achieving to have double than the group average (12% of the group sales / 30% of group profits); • Developed new equipment’s based on a market needs studies • Developed a local engineering team, capable to understand and customize the equipment’s for the local customers needs • Reduced the fix costs from 22% to 14% o Working on the management organization o Manufacturing Productivity: 2008 = 40 Million Reais sales with a headcount of 190 / 2012 = 65 Million Reais sales with 160 people • Had the biggest cookies and crackers contract of the whole Haas Group history: 3 machines sold by 33 Million Reais to the Piraque Group (they never bought this kind of machines from Haas before, always from Baker Perkins, UK).
Mercosur Supply-Chain Director (2004-2008) • Responsible for the whole Supply-Chain for both companies: Short, Mid and Long term planning; All SCM systems, Inbound and outbound transportation, Import/export, Inventory/warehouses management, Lines supply • Responsible for Suppliers Quality and SWR (Suppliers Warranty Recovery) • Member of the Renault and Nissan world board of directors • Best result in vehicles distribution, among all cars builders • Best results inside of the group in inbound transportation, trucks filling rates • 9% annual average productivity improvement • 20% productivity on outbound cars delivery costs, despite the existing strong cartel in Brazil • Implemented the International Import and export Center: Brazil became a strong parts supplier for European Plants Commercial Vehicles Plant Director (2002-2004) • First plant built for manufacturing cars of both brands, Renault and Nissan, after their Alliance • Challenge of building a multicultural successful environment: o Leading teams from Brazil, France and Japan o Frequent exchange with Japanese and French Plants • Implementation of the Renault/Nissan Performance System (similar to the Toyota Production System) • Implemented the “Daily Wins” way of thinking Performance Improvement Project Manager – Sandouville Plant, France (2001-2002) • Plant responsible for producing the high end cars of the group, facing strong performance, quality and costs problems and losses • Needed to have an independent professional, not related to the plant before, to conduct a complete turn around project • 20% performance improvement in one year, using the Renault/Nissan Production System (similar to the Toyota Production System) • Challenge to change the Board of Directors approach about performance and productivity • First international executive implementing the Renault/Nissan Production System in France Passengers Cars Plant Director (1999-2001) • First Renault Plant in Brazil, Green Field! • 3000 people • Management from the installations to the team building, plant started on time and achieving global quality levels • Renault Production Way implementation since the beginning Body in White Department Manager (1997-1999) • Implementation and start-up: o Create the organization and standards, recruiting, hiring, organizing training, building, equipment suppliers quality assurance, etc o ISO 9001, ISO 14000 implementations.
Semi-manufactured Products Department Manager 1995 - 1997 • Department with a strong headcount absences and turnover • Strong technical and quality problems, making this department being responsible for about 50% of the plant losses • 32% of performance improvement by production quality and reliability Project Manager for Quality Improvement of La Roche sur Yon Plant, France 1994 • Biggest production plant in France for trucks tires, facing strong quality problems • They needed a professional from outside of the plant to manage the plant quality turnaround • Responsible for bringing the plant quality to the international levels • Reduced the non quality level of tires on the first inspection from 35% to 5% , using improvement methodologies to find and solve the problems Final Assembly Department Manager 1990 - 1993 • Biggest plant department at the Brazilian Manufacturing Structure, 1700 people (plant had 3000 people) • Youngest Department Manager of the group • Doubled the Department and Plant capacity • 30% productivity (1700 people for a daily production of 1250 tires, to 1170 people for a 2500 tires a day) Plant capacity improvement project (double the capacity) Manager 1989 • Coordination of all areas involved on the project, assuring to the Operations VP that the targets would be achieved, in terms of delivery time, costs, performance and quality Industrial Engineer 1987 - 1988 • Responsible for the performance and productivity plans and results for two plant production departments • All MTM and performance methodology implementation and results • Responsible for all investments studies
Industrial Maintenance Engineer • Developed and Implemented the Preventive Maintenance Program for the entire plant (40% down-time reduction)
Commercial Representative • Responsible for marketing and sales in the Minas Gerais State
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