Matheus Cercato

Como Diretor de Operações, Supply Chain e Procurement, assumi a liderança integral da unidade de guindastes durante o processo de carve-out da Hyva do Brasil. Minha atuação foi decisiva para estabelecer a infraestrutura operacional autônoma da F.lli Ferrari Brasil, abrangendo desde a separação física e lógica da planta até a implementação de novos processos de governança e conformidade. Sob minha gestão, liderei um projeto estratégico de readequação da manufatura, migrando processos internos de baixa agregação para um modelo de outsourcing estruturado, o que permitiu focar a operação interna em competências críticas de montagem e soldagem qualificada. Fui o responsável direto por garantir a continuidade operacional durante a transição. Minha responsabilidade estende-se à gestão de todos os indicadores de desempenho industrial e custos de pessoal, assegurando que a operação permaneça ágil, financeiramente saudável e preparada para expansões de mercado em larga escala.

Gestão integral das operações fabris e da cadeia de suprimentos da unidade de negócios, liderando um time multidisciplinar de 130 profissionais. Atuação estratégica com foco duplo: elevação dos patamares de excelência operacional e condução da reestruturação e preparação operacional da planta para o processo de carve-out (spin-off) e transição para a empresa adquirente. Rightsizing Organizacional: Condução e implementação do plano de rightsizing da unidade, otimizando a estrutura de pessoal, processos internos e custos fixos para garantir a máxima eficiência e adequação ao novo modelo de negócios. Preparação para Transição (M&A Readiness): Atuação estratégica na governança e preparação da operação para a transferência de controle para o grupo adquirente, assegurando a integridade de inventários, mapeamento de processos cruciais e a continuidade do negócio (business continuity) sem disrupções. World Class Manufacturing (WCM): Liderança do projeto de revigoração e consolidação dos pilares do WCM, restabelecendo as melhores práticas globais de manufatura, qualidade e melhoria contínua no chão de fábrica. Planejamento de Capacidade e Fluxo: Direcionamento de projetos para expansão da capacidade produtiva e otimização do sequenciamento de produção (S&OP), assegurando alta aderência aos prazos de entrega (OTIF) e redução de gargalos.

Gestão integral das operações fabris e da cadeia de suprimentos, com reporte direto ao Diretor de Negócios e liderança de um time multidisciplinar de 130 profissionais. Atuação focada em excelência operacional, aumento de capacidade e governança industrial. Expansão de Capacidade: Elaboração, planejamento e condução do projeto de expansão da capacidade produtiva da planta, preparando a operação para atender às crescentes demandas de mercado. World Class Manufacturing (WCM): Liderança do projeto de revigoração e consolidação dos pilares do WCM, restabelecendo as melhores práticas globais de manufatura e melhoria contínua no chão de fábrica. Eficiência de Fluxo: Otimização do planejamento e sequenciamento de produção, garantindo máxima aderência aos prazos de entrega (OTIF) e minimização dos custos operacionais.

• Reporte ao Diretor da Unidade de Negócios e gestão de equipe de 23 pessoas, disseminando os valores e referenciais estratégicos e apoiando o desenvolvimento da cultura organizacional; • Gestão orçamentária dos setores de Engenharia, Montagem e Automação; • Gestão das equipes através das políticas, dos processos e das ferramentas de gestão de pessoas, promovendo o desenvolvimento comportamental e a qualificação técnica, assim como a melhoria do clima organizacional; • Promoção de uma cultura de melhoria e inovação junto à equipe, validando a aplicabilidade de novas tecnologias, conhecimentos, práticas e ferramentas; • Gestão dos resultados dos processos de Engenharia de Cálculo, Detalhamento, Cadastro de Produto, Montagem e Automação através do planejamento e implementação dos processos, estabelecendo e monitorando os indicadores e gerando ações pertinentes para atingir e superar os resultados planejados, orientado pelas estratégias, diretrizes e políticas da organização; e • Gestão da montagem de produtos no cliente, acompanhando a execução dos trabalhos e atuando na resolução de problemas operacionais, objetivando o cumprimento de prazos e garantindo a qualidade e segurança da obra.

• Reporting to the Chief Executive Officer and managing a team of 160 people creating a relationship of trust with the working group and acting in conflict resolution between departments and employees; • P&L management (Profit & Losses) of the Novo Hamburgo unit (Dec / 2017 - Dec / 2019) and the Portão (Jan / 2020 - Aug / 2020); • Coordination of the daily operations of the factory through the deployment of corporate strategies at the tactical and operational levels, aimed at the continuous improvement of results; • Monitoring of billing and delivery levels, through daily meetings and monthly reporting to senior management; • Implementation of Lean Manufacturing concepts and structured processes of continuous improvement using A3 methodology; • Identification of opportunities for increasing production, asset capacity and flexibility, minimizing unnecessary costs and maintaining the desired quality standards; • Restructuring of the production and materials planning process; • Development and implementation of key performance indicators (KPIs) directing the definition of corrective actions for possible deviations; • Implementation of daily safety walks and safety talks; • Management of the team actions so that all legal requirements, company security procedures and local and state health and safety regulations are met; • Monitoring of equipment and buildings through the implementation of TPM concepts to ensure a safe work environment and full use of resources; • Preparation of annual budgets, as well as annual investment plans. Main achievements: • Increase of the company's result by 24% for 2018. Further increase of the result by 14% in 2019; • OTIF improvemente by 83%; • WIP reduction of 20% in 2018, another 16% in 2019 and 10% in 2020; • Establishment of a new record for days without lost time accidents.

• Reporting to the Industrial Director and managing a team of 150 people, controlling vacations and wages, analyzing individual performance, meeting, when possible, the social needs of employees, meeting current legislation and aiming at commitment and motivation; • Responsible for the production, product quality and delivery on time by allocating resources effectively and using the assets to achieve the agreed results; • Deployment of the corporate strategy to the tactical and operational levels seeking continuous improvement; • Coordination and development of Lean Manufacturing implementation to identify and eliminate waste from the value chain; • Management of workflow improvement projects by studying process flowcharts; • Development of systems and processes to track and optimize productivity, establishing standards, metrics and performance targets; • Collection and analysis of data to determine waste; • Implementation of the concept of preventive maintenance combined with autonomous maintenance; • Implementation of daily safety walks and safety talks. Main achievements: • Reduction of the unit's hourly cost by 31% through the implementation of expenses control and reduction of losses; • Reduction of work in process by 31% through factory leveling and elimination of queues, resulting in a reduction of lead time of 44 days and an increase in OTIF by 71 percentage points. With these goals achieved, the unit's production increased by 51% in a period of 8 months after the implementation of the actions; • Increase in the availability of resources by 8 percentage points; • Establishment of a new record for days without lost time accidents.

• Reporting to the Manufacturing Director and managing a team of 150 people, with responsibility for hiring, training and evaluating workers; • Implementation of improvement projects to correct deviations from the objective by reducing waste and simplifying production processes; • Establishment of the unit's quality systems, including structuring of the Planning, Production, Quality, Logistics and Safety & Environment sectors; • Management of process and warehouse inventories, carrying out the quarterly inventory, in order to validate ERP information with the physical status; • Adequacy of industrial costs and functional framework to the demanded project; • Management of the project to implement a new factory for the simultaneous production of new naval projects, ensuring that production remained on schedule and on budget; • Responsible for technical assistance; • P&L management, analysis of indicators and identification of deviations, with subsequent definition of action plans to reduce costs and increase profitability. Main achievements: • 35% increase in revenue for the Business Unit; • Reduction of the plant's hourly cost by 21% based on the establishment of strict expense controls and wastes elimination projects; • Elimination of the delay in a period of 60 days by framing the actual advance of the unit's ETO (Engineer to Order) contracts to the projected advance curve; • Establishment of a new record for days without lost time accidents; • Reduction of the company's stock of raw materials and consumables by 33%, in addition to raising the service level for production by more than 90% through the implementation of replenishment policies.

• Reporting to the Global Director of Manufacturing and managing a team of 21 people of different nationalities; • Management of 53 projects to adapt capacity to demand and 41 expansion models (including 3 new manufacturing plants in North America) for a group of 31 plants; • Planning, execution and control of investment returns for all operations and projects of the global manufacturing group, being responsible for a CAPEX (Capital Expenditure) of $ 100MM for 2011 and $ 166MM for 2012; • Definition of product location and distribution according to the capabilities of each location; • Strategic performance regarding the application of the best practices of Manufacturing Technology, Technical Processes and Engineering and Planning with a focus on the search for continuous improvement of processes and results using Lean tools; • Review of standardized systems and controls to ensure maximum operational efficiency and effectiveness. Main achievements: • Leveraged production from $ 710MM to $ 1,670MM with capacity adjustment projects and additional $ 1,330MM with expansion models; • Continuous improvement of industrial processes with effective reduction of Manufacturing Variations by $ 3.13MM after 12 months contributing to the reduction of losses by 4 percentage points; • Inventory reduction by 6%, lead time reduction of 16 weeks and on time deliveries improvement of 12 percentage points.

Definition of strategies and their deployment to the tactical and operational levels, being responsible for the unit's P&L, managing 180 people and reporting to the Manufacturing Director. In addition to direct responsibility for the entire unit, he worked directly as the manager for the Product Engineering, Process Engineering, Application Engineering, Customer Services and Technical Assistance. In the face of the uncertain environment arising from the 2008 crisis, he adapted the industrial park and the workforce to the market demand, establishing plans for a rapid recovery of production levels. At the same time, he prospected for new customers and technologies to ensure a minimum demand flow to maintain the unit's viability. He managed the product line standardization project and reduced WIP, enabling a reduction in lead-time and increasing customer loyalty. He implemented Lean Manufacturing concepts to reduce wastes. Main achievements: • Increase in the production of the factory unit by 26% based on process improvement projects and increased diversification of product lines; • Reduction of the plant's hourly cost by 15% based on the establishment of strict expense controls and wastes elimination projects (through the application of Lean Manufacturing techniques); • 14% increase in OTIF; • Reduction of the company's total inventory by 15% and increase in the service level to 95%; • Reduction in the average lead time in 11 weeks and increase the number of orders delivered on time by 70 percentage points.

Responsible for the execution of applications mapping, installation and maintenance of progressive cavity pumping systems in domestic and global customers, reporting to the Engineering Manager and managing a team of 05 people. He performed the monitoring of product inspections and elaborated projects for refineries, power plants and oil platforms including the critical analysis of contracts and evaluation of wells. He was part of the ISO 15136-1 and ISO 15136-2 writing group.