Leadership of critical areas such as IT, PMO, HR, Logistics, Distribution, Fleet, Warehousing, Facilities Operations, General Maintenance, Property Security, Academic Secretariat, Multi-Service, Call Center, and Engineering and Civil Construction. • Supervision and support to 5 campuses and more than 300 poles of distance learning (EAD) throughout Brazil, ensuring efficiency and quality in service. • Implementation of Lean Six Sigma (Kaizen) methodologies to revitalize backoffice processes, resulting in greater efficiency, better service and cost reduction. Main Achievements and Results: o Agile development and implementation of innovative solutions for face-to-face teaching in response to the COVID- 19 pandemic: Ensured the continuity of classes in more than 600 classrooms and laboratories on all campuses in just 7 days and sharing educational solutions with other institutions, contributing to overcoming the challenges imposed by the pandemic across the country. o Active participation in the preparation and execution of the successful sale of Unicesumar in 2021: Leadership in the reorganization and optimization of strategic areas such as HR, Technology and Backoffice Processes, and significant contribution to the consolidation of the institution as one of the largest businesses in the Private Education sector in Brazil in 2021. o Promotion of innovation in technology and education: Increased efficiency, improved service and reduced costs throughout the organization.

Leadership of critical areas such as IT, PMO, HR, Logistics, Distribution, Fleet, Warehousing, Facilities Operations, General Maintenance, Property Security, Academic Secretariat, Multi-Service Call Center, and Engineering and Civil Construction in a renowned private university in Brazil.

Project and Continuous Improvement team management in Brazil and Argentina, with support throughout South America. • Focus on New Centralizations, Efficiencies and Continuous Improvement initiatives (Lean Six Sigma) in Shared Service Centers (SSC) in Brazil and Argentina. • Responsible for Strategic Planning and Efficiency Plan for SSCs in the region. • Leadership in special project (Special Assignment from Global HQ) in South Africa (SAB Miller) and Mauritius, performing in-depth analysis on processes, governance, working methods and benchmarking with other countries. Main Achievements and Results: o Implementation of significant efficiencies in SSCs in Brazil and Argentina: Process improvements and cost reduction throughout the region. o Successful leadership of the special project in South Africa and Mauritius, with the implementation of innovative solutions for process improvements and results in the Johannesburg and Mauritius centres.

Project and Continuous Improvement team management in Brazil and Argentina with a focus on new centralizations, efficiencies, and continuous improvement initiatives in Shared Service Centers (SSC) in South America.

Leadership of a team composed of 3 Senior PMO Project Specialists in project management and continuous improvement in North America. • Expatriation to the United States (St. Louis, MO) with the main objective of managing the transition of about 400 positions between the United States and Canada to India. • Supervision of the change management process, communication with different groups, ensuring transparency and retention packages linked to the success of the transition. • Coordination of the training of Indian employees in the United States, providing knowledge of the operation, activities, culture and networking. Main Achievements and Results: o Successful transition of nearly 400 positions between the United States and Canada to India in 2016: Achieving savings of approximately $15 million annualized in labor costs. Delivery of project goals and savings in full. o Planning of new scopes for transition (3YP) by August 2017: Conducting several visits to the center in Bangalore and analyzing future opportunities for efficiency and process improvement.

A diverse and cross-functional team focused on preparing, planning and transitioning activities between Canada, USA, Brazil and Argentina for a new green field operation in Bangalore, India. • Team management composed of more than 150 professionals in the areas of PTP, MDM, Logistics, OTC, HR, ATR and Global Compensation, demonstrating leadership and management skills of teams of different sizes and complexities. • Change of reporting directly to the Global (ABI), with new Global centralization related to Legal & Compliance and Global Legal Reporting. • Communication of the project to the teams of Brazil and Argentina, with change management plan and retention package during the transition. • Direct involvement in the search for internal relocation for employees in Ambev's operation. Main Achievements and Results: o Successfully conducted the transition of GBS Brazil and GBS Argentina activities to Bangalore, India, involving Canada and the USA, generating annual savings of more than USD 3 million. o Excellent internal relocation rate, with more than 95% in Brazil and 80% in Argentina, and additional negotiations for planned exits. o Efficient implementation of training and integration of Indian employees in Brazil and Argentina, ensuring a post- go-live Hypercare period of 30 to 60 days without negative impacts on operations. o Invitation to lead a similar transition project at SSC in the U.S. and Canada, highlighting the success and recognition achieved in the previous project.

Management of a diverse and cross-functional team focused on preparing, planning, and transitioning activities between Canada, USA, Brazil, and Argentina for a new operation in Bangalore, India.

Leadership of a team focused on project management and continuous improvement in North America, including managing the transition of positions between the United States, Canada, and India.

Team management with 150+ professionals in Brazil and Argentina, centralizing activities and processes in the USA and dividing responsibilities between CSC GBS of Brazil and Argentina to capture labor arbitrage work and a strategic location. • Promotion to partner of Ambev in 2012, leading U.S. centralization projects and allocating part of the senior team in the country for mapping and documentation of activities. • Frequent trips to the countries involved to track operations, manage teams and monitor centralization projects. • Search for efficiencies through automations, elimination of tasks and application of Lean Six Sigma, managing budget of approximately USD 4 million annually. Main Achievements and Results o Successful centralization of U.S. activities and processes in Brazil and Argentina, optimizing resources and promoting collaboration among global teams. o Promotion to partner of Ambev in 2012, recognition for his track record, performance and significant contribution to centralization and continuous improvement projects. o Implementation of Lean Six Sigma strategies, generating efficiencies and optimizations in processes and operations, with a positive impact on the annual budget.

Leadership of logistics centralization project in Canada, including the integration of Ambev and Labatt and the creation of a Shared Service Center (SSC).