Brazilian, 52 years old, married, 3 children
Av. Cidade Jardim, 3141 – casa 25 – Bosque dos Eucaliptos
12233-002 – São José dos Campos, SP
Phones.: (12) 9 8146-1572 cel. / (19) 3295-3813 rec.
Executive Business MBA – FGV, 2001.
Graduate Studies in Organization, Methods and Planning – Univ. Cidade de São Paulo, 1992.
Degree in Accounting – Universidade São Judas Tadeu, 1988.
Participating in several courses and seminars in Brazil and abroad, such as: Lennox Executives Development
(USA and Brazil), Mergers & Acquisitions: Kellogg School of Management (USA), Phillips International Max
Program (Argentina, Brazil, USA and The Netherlands), several courses involving Leadership, Luvata Training
Program (USA) and PQA – Philips Quality Award Auditor.
Fluent English and intermediate Spanish.
Good knowledge of ERP´s BAAN, TOTVS, Microsiga and SAP and tools like Stage Gate, SOX 404, USGAPP,
BRGAAP, ISO 9000, ISO TS 16949, ISO 14000, CRM and SBC.
Step + Program: Lennox / Heatcraft tool, combining Lean Manufacturing, Kaizen and 6 Sigma: Yellow Belt and
Project Manager in Brazil.
Award: at Swissbras as the best suppliers for Autoliv Americas in 2010.
International business trips:
o USA: Luvata, for training and technical visits, from 2011 to 2015.
o USA: Heatcraft, for Worldwide Staff Meetings and Stage Gate, technical visits to the Company’s factories,
from 1999 to 2008 (5 times a year).
o Mexico: Heatcraft, to participate in the project to expand the factory of commercial refrigeration products,
from 2003 to 2005.
o France: Heatcraft, for Global Sourcing and Worldwide Executive Staff Meeting, from 2005 to 2008.
o South America, Heatcraft, to all countries for monthly visits to customers during 8 years.
o Europe (Italy, Spain, Germany, England, Czech Republic, France and Slovakia) and Thailand, Heatcraft, 2
times a year to visit suppliers, International Trade Shows and Global Sourcing meetings.
o Netherlands and Belgium, Philips, training and meetings with the financial area.
5 years coordinating M&A (Merger & Acquisitions) Operations and Luvata’s Start-up, Finnish multinational
company in Brazil.
Solid experience in managing Business Units, including Sales, Exports, Customer Service and Relationship
Management, Marketing, Strategic Planning, Industrial Operations, Supply Chain, R&D, HR, IT, Controllership,
Finance and Administration, with a strategic and corporate vision.
Knowledge on automotive market and corresponding work methodologies: Product Development, APQP,
PPAP, ISO-TS, etc.
Managing Operations and Negotiations in South America, identifying opportunities and developing Business
Plans to ensure sustainable growth.
Business administration focusing on competitiveness and profitability, maximizing results by improving financial
indicators such as: Working Capital Ratio, DSO, DPO and Inventory Turns.
Implementing geographic expansion, new markets and production at low cost sites, short and long term
strategic planning, Budgets and Marketing Plan.
Market Intelligence to follow up trends, price levels, market share, sales by regions, etc.
Luvata Heat Transfer Solutions (Santa Rita do Sapucaí, MG) Jul / 2011 to Sep / 2016
Finnish International Company manufacturer of industrial and commercial refrigeration products (coolers)
General Manager (reporting to the America’s VP in USA)
Start-up coordination: since a general market research and a M&A (Merger & Acquisition) process with 4
targets and the implementation of the Industrial Operations, with total investment of R$ 40 million, 200
employees in 10 years and sales forecast of R$ 150 million in 10 years as well.
Project was put on hold since Luvata was just sold to Modine (worldwide transaction).
- State Tax Break of 9% on Gross Sales (ICMS VAT Tax, from 12% to 3%).
- City Incentive: payment of 50% of the factory building rental fee during 8 years.
- Approved local funding of R$ 24 million, corresponding to 60% of the total investment.
Swissbras Indústria e Comércio Ltda. (São José dos Campos, SP) Feb / 2010 to Jun / 2011
Brazilian company in the plastic injection segment (technical and appearance parts) for automotive, electrical-
electronic, IT, white line, water and electricity smart meters’ segments, revenue of US$ 20 million / year.
Main customers: Delphi, Valeo, Bosch, Autoliv, HP, Itron, Latina, Magneti Marelli and Fiat.
General Director (reporting to the Shareholders’ Council)
Team: Commercial, Finance, Operations, HR and Quality Director and 17 indirect reports.
Negotiating the Organization split-up, acquiring 50% of the Betim plant shares, granting 50% of the Varginha
plant shares and purchasing the customer portfolio from a Representation Company.
Implementing the Project Management concept, defining 10 Cost Reduction Projects, highlighting the
successful Target Company consolidation (subset manufacturing company) and the Distribution Center.
Implementing 4 Sales Regions in Brazil, generating new business for the company.
Implementing Memphis ERP.
- R$ 5 million of cost reduction with the “Cost-out” projects.
- Increase revenues by 33% in 1 year.
- Savings of R$ 1.0 million related to headcount reduction.
- Inventories reduction from 90 to 30 days.
New Plastic Indústria de Plásticos da Amazônia Ltda. (Manaus, AM) Jan / 2009 to Feb / 2010
Brazilian company in the plastic injection for electro-electronics and air conditioning segments, with revenue of US$
Main customers: Semp Toshiba, LG, Samsung and Carrier.
General Manager (reporting to the Shareholders’ Council)
Team: Commercial Director, Controller, Industrial and Logistics Director, HR Coordinator and 8 indirect reports.
Renegotiating the bank debt as well as with suppliers, extending the average terms from 18 to 48 months.
Implementing Project Management, defining 15 Cost Out Projects, highlighting the consolidation of inbound
and outbound logistics of the plant.
Planning and negotiating the sale of the company.
- Debt profile lengthening from 18 to 48 months.
- R$ 4,5 million of cost reduction with the “Cost-out” projects.
- Savings of R$ 2.1 million related to headcount reduction.
- Inventories reduction from 120 to 30 days.
- Reduction in the DSO from 60 to 20 days.
- Sales of the company to a Minas Gerais Investment Company (factor of 7,5 X on annual EBTIDA).
Heatcraft do Brasil Ltda. (São José dos Campos, SP) Jul / 1999 to Sep / 2008
American multinational in the commercial refrigeration segment, including spare parts to Automotive Segment, with
annual revenue of US$ 60 million in Brazil, Lennox International Group.
Main customers: Spheros, Metalfrio, Eletrofrio, Valeo, Frigelar, Ingersoll-Rand, Carrier, Seral, Arneg, De Laval,
Danfoss e Bitzer.
South America General Manager (reporting to the CEO in USA): 2001 / 2008
Team: 5 direct reports: Commercial, Finance, Operations, Marketing and R&D and HR Director; 15 indirect reports
Responsible for business in 15 countries in South America, generating net sales of US$ 60 million and
employing 400 people.
Leading the turnaround and general business reorganization.
Responsible for annual cost reduction projects based on Lean Manufacturing concepts and also by controlling
expenses and working capital.
Participating in the product range definition and renewal, using the Stage Gate tool.
Coordinating the introduction of the Lennox Step + Program in Brazil (6 Sigma, Lean, Kaizen, TPM, etc.).
Coordinating a full Market Survey for future acquisitions.
Controller (reporting to the General Manager Brazil) 1999 / 2001
Team: 3 direct reports
Coordinating financial activities in Brazil: Budget, Forecast, Taxes, Treasury, Accounting (US-GAAP and BR-
GAAP), SOX, etc.
Implementation of the Environmental Control based on the international standards of the Organization and also
introduced the Code of Conduct.
- Revenues increase from R$ 20 to R$ 100 million in 7 years.
- Improvement on EBTIDA from 15% negative to 10% positive in 6 years.
- Cost-Out and Lean Projects with annual average of cost reduction of R$ 2,5 million.
- Renew and duplication of the whole product portfolio in 5 years.
- R$ 2,1 million of annual savings from headcount reduction.
- Average reduction of 3% in worldwide purchasing costs through the participation in the Global Sourcing Team.
- Inventories reduction from 120 to 20 days in 3 years.
- Increase on DPO from 45 to 120 days in 3 years.
- Reduction on DSO from 90 to 45 days in 3 years.
- Graduation of 3 Black Belts and 8 Green Belts in 6 SIGMA.
Philips do Brasil Ltda. (São Paulo, SP) Nov / 1984 to Jul / 1999
Finance Manager (reporting to the Controller of South America) 1995 / 1999
Administrative and Financial Supervisor
Senior Administrative Assistant
Responsible for the Administration, Accounting and Controllership of the main corporate business division,
Consumer Electronics, USGAAP and BRGAAP (including Manaus Tax Free Zone), Budget and Forecast,
internal business control, MIS - Management Information System.
Implementation of the ERP’s BAAN IV for products and Triton for spare parts (Service).
Introduction of the SBC (Statement of Business Control), first Internal Control System of the Organization.
Coordination of the GAN (Grupo de Apoio aos Negócios / Business Support Group) focused on special
o Sales by Rodobens Consórcio, Sales to Cemig (power distribution company) customers, etc. This sales
channel achieved 10% of the total revenue in 5 years.
- 30% reduction in freight costs through delivery from Manaus direct to large customers located in the South and
Southeast regions (Cross-Docking in Guarulhos/SP).
- Reduction in the accounting and results closing period from 7 to 1 working day.