Gustavo Meireles Rodrigues da Silva

Driving innovation strategy and market intelligence for South America, acting as a bridge between data, business, and technology to support high-impact decision-making. • Led the NICE intrapreneurship program, capturing over 150 ideas, implementing 20, and delivering financial outcomes recognized regionally. • Structured open innovation ecosystems by partnering with startups, universities, and hubs (such as Cubo, Distrito, Liga Ventures), and currently lead Proofs of Concept (PoCs) focused on ESG, automation, and operational efficiency. • Developed a market analysis model covering consumer behavior and competitive landscape to support business decision-making, resulting in weekly Business Intelligence reports. • Represent the innovation area in executive forums, contribute to the prioritization of digital transformation investments and adoption of new technologies, and build strategic partnerships with agencies and innovation hubs to create value and new project and business opportunities. • Designed performance indicators for innovation projects and oversee the governance of both internal and external squads, ensuring alignment with corporate strategy. • Work cross-functionally with technical and business teams (IT, engineering, marketing, commercial, and manufacturing) to ensure solution integration and smooth project execution.

Strategic Maintenance Management Plan and manage Maintenance Engineering and Project operations across all production areas, ensuring operational excellence and alignment with the organization’s strategic objectives. Industry 4.0 and IoT Define and implement short- and medium-term projects focused on Industry 4.0 and IoT technologies, optimizing production processes and driving the digitalization of critical operations. KPI Management Monitor and implement countermeasures to improve Safety, Time, Quality, and Cost indicators, enhancing efficiency and operational reliability. Resource Management (CAPEX and OPEX) Support the management of investments and operational costs, ensuring efficient allocation of resources for maintenance and strategic projects. Equipment Reliability Ensure high performance and reliability of equipment through robust management of preventive and predictive maintenance plans, with direct analysis and impact on MTTR, MTBF, and Breakdown Ratio. Team Leadership Lead a multidisciplinary team composed of engineers, supervisors, analysts, and technicians, fostering professional development and team engagement. Spare Parts Management Plan and manage 100% of the spare parts inventory, ensuring availability and optimal operation of equipment across the plant. Additional Highlights: Digital Transformation: Lead initiatives to integrate advanced technologies, contributing to the modernization and digitalization of maintenance operations.

Specification and Commissioning Specify, procure, install, and oversee the commissioning of facilities and equipment in the production area during the startup of Nissan’s Brazil plant, ensuring compliance with global quality and efficiency standards. Contract Management Manage strategic contracts related to the acquisition and implementation of equipment and services, ensuring alignment with project timelines and objectives. Go Live and Operations Optimization Coordinate the Go Live of installations, performing detailed analyses to identify improvements and develop action plans aimed at achieving productivity and quality goals, aligned with plant specifications and project objectives. Cost Reduction and Process Improvement Develop and implement cost-reduction plans and process optimization strategies using tools such as DMAIC, PDCA, Lean Manufacturing (Six Sigma), TPM, VSM, and production flow mapping, driving operational efficiency and measurable results. Presentation of Benchmark Projects Present standout projects at international engineering forums, sharing innovative solutions and best practices applied during the plant’s startup. International Experience: Nissan Mexico (NMEX): Hands-on experience in managing costs, productivity, facilities, and commissioning, contributing to knowledge transfer and the implementation of global standards in the context of plant startups and operations.

The South Fluminense Automotive Cluster is an organization formed by automakers and system suppliers, established in 2013 with the purpose of fostering the development of the South Fluminense automotive hub. Our committees carry out activities in collaboration with local authorities as well as internal initiatives focused on the following areas: Best Practices Committee People Committee Infrastructure Committee (Telecommunications, Energy) Health and Safety Committee Rota 2030 Committee Supplier Development Committee Sustainability Committee Tax Committee Logistics Committee Industry 4.0 Committee

Team Leadership Lead and develop the team of Group Leaders, Team Leaders, and Team Members, fostering engagement and alignment with the organization's strategic objectives. Operational Management Manage the operation of part forming and blank cutting, ensuring high standards of efficiency, quality, and safety. KPI Management Monitor and optimize key performance indicators (KPIs) for Quality, Time, and Safety, implementing corrective and preventive actions to enhance performance. Resource Management (CAPEX, OPEX, and PIC) Manage investments and operational costs associated with the project, ensuring budget control and alignment with productivity goals. Strategy and Team Preparation Define strategies and prepare the team hired pre-startup for the initial vehicle production operation, ensuring an efficient transition from planning to execution. Continuous Improvement Lead continuous improvement projects, leveraging initial operation results to identify optimization opportunities and implement innovative solutions that maximize productivity. International Experience HMMA – Hyundai Motor Russia: Participated in Launching and High Productivity Tasks projects, with training in the implementation of high-efficiency processes and knowledge transfer in a global environment.

Highlight Joining one of the most competitive Young Talent Programs in Brazil, recognized by the Exame S/A magazine, as a Manufacturing Intern, marking the beginning of a career focused on operational excellence and industrial leadership. Team Management Leading a team of 80 operators and 5 production facilitators across three production environments: Stamping, Roll Forming, Spot Welding, and Screen Printing, ensuring operational alignment and delivery of results. Continuous Improvement Projects Coordinating and implementing improvement projects focused on quality, cost reduction, safety, and team engagement (QCAMS), leveraging the Balanced Scorecard methodology to monitor and measure impact. Operations Management Ensuring the operation and availability of parts for production processes, aligning planning and execution to prevent bottlenecks and interruptions in the production line. Lean Manufacturing Culture Acting as a promoter of Lean Manufacturing practices, driving the application of tools such as TPM, Jidoka, Kanban, Kaizen, and Poka Yoke, resulting in operational gains and waste elimination.