Adriano Teixeira

• Sales forecasting and demand planning for reagents, parts, and instruments, ensuring alignment across commercial, financial, and operational areas. • Leadership of the planning team, with direct management of a coordinator and senior analysts, driving technical development and restructuring the function after a period of restructuring. • Management of the S&OP cycle, integrating multiple areas and ensuring consistency between demand, inventory, and business strategy. • Interface with LATAM leadership and participation in executive forums, supporting strategic decision-making. • Management of inventory levels, obsolescence, and product availability, with focus on operational efficiency and service level. Results: Full restructuring of the planning function, restoring governance and operational predictability. Reduction of over USD 1MM in expiry-related losses through inventory policy revision and improved forecast accuracy. Over 90% reduction in backorders (USD 1.10MM → USD 0.09MM), significantly elevating customer service level. Implementation of a collaborative inventory management model with strategic customers, strengthening demand predictability and commercial relationships.

• Management of demand and availability of instruments and parts across multiple Latin American countries, ensuring support to regional operations. • Coordination of operations between refurbishment centers in Brazil and Mexico, ensuring efficiency and demand fulfillment. • Collaboration with global leadership on the implementation of strategic projects and supply chain optimization. • International equipment movement, including flows between the United States, Mexico, and LATAM countries. Results: Demand response plan during the COVID-19 pandemic, ensuring operational continuity in a critical scenario. Reduction of approximately USD 2MM in regional inventory, with increased visibility and efficient redistribution across countries. Development of management dashboards and routines, expanding control and efficiency in equipment and parts allocation across Latin America.

• Coordination of customer conversions and development of new strategic accounts. • Leadership of the introduction of a new equipment platform in Brazil, connecting supply chain, sales, service, and project teams. • Interface with global teams to ensure equipment availability and execution of the commercial plan. Results: Deployment of over 200 units at customer sites, supporting installed base expansion. Generation of approximately USD 5MM in incremental revenue, with market share growth. Acquisition of a strategic customer with the implementation of 40 units, expanding market presence and relevance.

• Coordination of the planning team and management of improvement projects with cross-functional areas and logistics operators. • Relationship management with strategic customers under shared inventory models. • Responsible for governance and materials master data for the division. Results: Implementation of the Alinity product line master data, with approximately 800 items structured and standardized.

• Management of demand planning and supply for reagents, parts, and instruments, integrating commercial and operational areas. • Team coordination and leadership of initiatives focused on improving forecast accuracy, service level, and inventory turnover. • Participation in supply chain structural projects and implementation of planning tools. • Involvement in IBP processes and support for new product launches. Results: Improvements in forecast accuracy and demand planning. Participation in SAP implementation and materials harmonization, strengthening the planning structure. Process restructuring within the area, increasing operational efficiency and governance.

• Demand and inventory planning for 9 Latin American countries, with interface with global teams. • Facilitation of consensus meetings with regional affiliates, ensuring forecast alignment. • Management of performance indicators and service level agreements (Supply Chain Agreements). • Participation in continuous improvement projects using Six Sigma methodology. Results: S&OP consensus process for LATAM countries, elevating regional planning maturity. Structuring of supply agreements between affiliates, ensuring greater predictability and operational alignment.