João Daniel

Gestão de Equipamentos Gestão de Frota Gestão da Manutenção Gestão de Planeamento

Project Start - Equipment and Maintenance Department. Equipment assembly planning. Contract negotiation. Preventive and Corrective Maintenance Planning. Creation of multidisciplinary teams.

TransFuel's Interim General Manager • Start of additional business activity, increasing revenue without additional investment by making use of fleet in excess, and diversifying the offer that allowed to reach new customers. • Preparation of annual budget and monthly monitoring of P&L, preparing a monthly report of the company's activity. • Reformulation of the process of continuous training and reinforcement of the training structure. • Participation in periodic meetings of the National Management Team

TransFuel's Maintenance Manager • Cost control and cost reduction that led to a reduction of 72% in parts consumption cost, and a reduction of 34% in tyres consumption cost, in a cost calculation basis of USD/Km (cost per Km traveled). This significant reduction of maintenance costs and improvement in equipment availability was achieved through the actions described below: o Requalification of the technical personnel structure, improving performance efficiency. o Change in the types of oils that were in use, and in the quality of filters and parts. o Redefinition of preventive maintenance intervals and procedures. o Improvements in tire control (pressure and wear analysis), improving durability. o Introduction of wheel tightening indicators, which contributed to the reduction of damaged components (wheel hubs, bolts, rims), and reduction of tires blown by overheating. o Change the type of springs used in semi-trailers, reducing the number of broken springs. o Introduction of annual component supply contracts, improving availability and reducing component costs, as well as reducing exposure to exchange variations.

• Business Development – company start-up, with a component of Multitechnical Services and another of Manufacturing Production (electrical switchboards up to 6,300A), dealing with Commercial and Industrial ministries to obtain respective licenses, obtaining licenses to import capital and materials, opening bank accounts, managing relationship with state institutions and industrial associations, etc. • Monitoring and development of business relationships with customers. • Quotations and multitechnical and industrial maintenance contracts management. • Creation and management of multidisciplinary teams in the areas of HVAC and Energy. • Procurement and stock analysis.

• Commercialization of Generators. • Monitoring and development of business relationships with customers. • Quotations and multitechnical and industrial maintenance contracts management. • Management of multidisciplinary teams in the Industrial and Energy areas. • Procurement and stock analysis

Volvo Construction Equipment dealer in Angola • Workshop management, achieving a Coverage Index of 175% (index that measures the coverage of the company's costs not counting on the sale of new equipment, considering only the sale of parts and services to customers). • Warranty Management, preparing technical reports for Volvo CE, increasing brand support to customers, promoting customer confidence in the brand, and increasing service contracts. • Monitoring and development of commercial relations with customers, especially in the mining sector (monthly trips to Catoca and Lucapa) and construction sector. • Quotations and maintenance contract management in the mining, construction, and industrial sectors. • Definition of technical training needs, and training support (translation). • Implementation of Volvo's online training, as well as in-house technical training in the workshop. • Significant increase in diagnostic and programming capacity of electronic modules (increase from 1 technician with programming permission in 2008 to 18 technicians in 2012). • Participation in monthly results analysis meetings with the Group's Management.

• Analysis and cost control. • Implementation of equipment “internal renting” to each work site, improving the general availability of equipment and reducing the rental needs to third parties. • Reorganization of maintenance procedures, and technical follow-up visits to the different work sites. • Management of parts warehouse, definition of parts stock and monitoring of import processes via Luanda and via Ponte Noir (import via Congo Brazzaville of equipment for work sites in Cabinda).

• Improvements in equipment control and cost control. • Reorganization of maintenance procedures, performing large maintenance to plants and equipment, recovering production capacity, and reducing downtime (crushing, concrete, and asphalt plants). • Follow-up technical visits to different work sites throughout the country.

Alqueva dam construction • Analysis and cost control. • Management of contracts with service providers. • Maintenance management of plants and equipment (concrete plants, inert plant, cooler plants, ice plant, water treatment plant) in a multinational joint venture. • Production management of the inert plant. • Demobilization and disassembly of equipment at the end of the dam construction.

Avocet Group • Management of the underground mine equipment maintenance. • Adaptation of Atlas Copco drilling hammers to Tamrock equipment, increasing production in 50%. • Maintenance of the mine's ore extraction shaft (cage system with wagon movement). • Structural changes in the extraction shaft, leading to a reduction in cycle time of 24%, reducing costs. • Redefinition of Maintenance Procedures and technical teams.