ANDRE OLIVEIRA

• Responsible for a team leading business of $280M/year in North America, representing more than 60% of company's worldwide revenue.

• Deep knowledge on B2B process within automotive industry, being in charge and face to customers like Tesla, Volvo Trucks, General Motors, Renault and others.

• Responsible to provide day-to-day management and leadership to staff located in the factory and local offices located in California, South Carolina and Detroit. This process includes providing guidance in topics related to marketing & strategy, finance, quality, program management and pricing.

• Acting as focal point for customer’s escalation discussions, supporting & leading local organization to resolve issues and claims from commercial, technical, and quality perspective.

• Responsible Business Development in North America market. Identifying market opportunities through meetings, networking, and other channels, including meeting existing and potential clients in order building positive relationships.

• Deep knowledge in finance allowing proactive support in budgeting & forecasting, including company's financial models & pricing to meet AGP Group long term strategy targets.

• In this role, I was responsible for a deep company turnaround in Brazil, from a EBITDA of (12%) to 5% in 2023 and positive cashflow.

• Responsible for Mercosul market leading a business of $36M year, including Mexico region for automotive bullet resistance glass OEM & retrofit market.

• Performed complex negotiation with local and export market customers during the pandemic, creating new service commitments allowing them to expand their business but at the same time establishing new prices policy to allow company to survive and be profitable in a long term.

• Prepared company's strategy to shift of being a local supplier to play in export market, allowing considerable financial results from FX rate between BRL & USD. This process demanded an extraordinary turnaround in quality, production and also services (logistics) from Brazil.

• Restructured entire management team and organizational structure, reducing organizational layers and making managers more connected with day-to-day operations. This also allowed the removal of low performers from the organization and open opportunities to new and excited people, eager to learn and grow.

• Implemented a financial culture in the organization, where all people in the organization know how to read company P&L and understand their impact in the financials, creating commitments and ownership to every employee.

• By Increasing the organization financial acumen, opportunity was created to work in severe cost reduction, from production consumables (establishing targets and control waste), improvement in yields, organizational efficiency, supplier negotiations of products and services, taxes and financial institutions.

• Restructured the development process to ensure "right first time" by implementing a detailed APQP process, including check lists and tollgates based on Swedish project management process called PROPS.

• Acted as main technical point of contact for Worldwide Automotive OEM for bullet resistance glass such as Renault/ARQUUS, Rheinmetall, Mercedes Benz, General Dynamics and others. This position was key for company's growth due to the high level of technical interaction during RFQ/RFP phase, targeting a convincement of customer's technical team prior contract award.

• Led an specific team of 16 team members, composed by Program Manager, Project leaders, Design Experts & Simulation, Quality and leading a development pipeline of $90M in projects.

• Worked in several technology areas in ballistics (NIJ0108.01, CEN1063, STANAG4569 and VPAM) including military standards for product development and qualification such as German TL-STD and US MIL STD and design and approval methodology such as D/PFMEA, PPAP, APQP based on ISO IATF 16949.

• Managed the implementation of complex technology for transparent armor such as framed solutions (ballistic steel, aluminum, rubbers and encapsulation).

• Created a team of engineers in South America focused on "right first time" to improve the feasibility of complex parts by implementing CAD/CAM/CAE technology, including electronics related to EMI shielding, Radar Cross Section (RCS), Invisible and wired heating, PID controllers, sensors and others.

• Responsible for Procurement & Contract Administration for airframes, composites and interiors within KC-390 program and lifetime purchase amount of $250M.

• Led a project team of 5 people in charge of Supplier's development, composed by Product Engineering, Quality, Design (Design & Simulation of Structural and Aerodynamics performance) and Configuration Control Management.

• Responsible for RFI/RFP/RFQ since early stage of contract signature (PDR) and supplier's development. Once development was concluded, acted as point of escalation for material planning & production issues.

• Implemented Book of Indicators (BOI) with specific metrics (OTD, OTIF, Quality, development updates & other) to ensure supplier is meeting output expected and mitigating potential delivery risks.

• Acted in complex scenarios, leading negotiation (including contracts) with an involvement of high-level management in the company. These contracts involved offset technology with different countries, where Embraer was responsible to develop such suppliers and in return, these countries would purchase aircraft from Embraer. This represented a complex scenario where some of these suppliers played also customer's role as they were acting in local Government's interest/name.

• Due to the complexity of these partnership, conducted efforts to support our supplier's growth and viability by leading Kaizen initiatives to improve supplier's operational efficiency in purchasing & production.

• Acted as Senior Engineer for development of new products and technology in Brazil for Radio Access Network, mainly known as Radio Base Station and RNCs. Led a project team of 9 people responsible to capture technologies developed in Sweden and implement in Brazil. Due to local benefit called PPB "Basic Production Process", Ericsson had to implement local production to have access to such benefit and increase competitiveness in the market.

• Conducted local production implementation of Printed Circuit Boards (PCBs), surface mounted assembly (SMA), final assembly (machined aluminum housing), connectors, cables, cabinets and power supply units.

• Drove product life cycle management, being the leader of CCB, presenting business case, product phase-in and phase-out strategy.

• Conducted market analysis, focusing on increasing the local production content enabling Ericsson to access local taxes benefits offered by Brazilian Government.

• Communicated with inbound and outbound material planning team the latest Bill of Material available to purchase and sales.