Rodrigo Honorato

- Executive responsible for leading a team of 350 employees, managing both operational areas (Production, Maintenance, Logistics, Engineering, and Quality) and support functions (Safety, HR, Procurement, Controlling, Sales, and Project Management). - Developed and implemented strategic initiatives to optimize operational performance, ensure financial sustainability, and achieve operational excellence. - Accountable for P&L results, Budget/AOP preparation, and operational strategic planning, as well as acquiring new business to drive organic growth, maintaining a strong presence among key clients such as Toyota, VW, GM, Stellantis, Hyundai, MAN, and Scania - Achievements: • Leveraged P&L results through strategic actions focused on optimization and efficiency enhancement. • Achieved a $500K (USD) reduction in operational costs through targeted cost reduction programs. • Developed and implemented new business with Toyota, Hyundai, and Stellantis. • Managed the successful implementation of SAP, ensuring a flawless Go-Live. • Recognized for excellence in quality performance with the GM Quality Award. • Consolidated operational management through KPIs, conducting daily layer meetings to drive continuous improvement.

- Executive responsible for developing strategies focused on improving financial results, guiding decisions on new business acquisitions and the opening, closing, or merging of units through footprint studies. - Development, preparation, and presentation to the Local Board and Headquarters (USA) of a Business Case for a greenfield machining unit, with the following Key Figures: CAPEX of $11M (USD), OPEX of $9.5M (USD), and Built to Suit of $19.5M (USD). - Responsible for establishing connections between the local board and investors, Economic Development Secretaries, mayors, and builders. - Led crisis management for the expansion project of the Campinas unit, ensuring coordination and agreements among the construction company, land lord, local board, and headquarters (USA)

- Executive responsible for the entire operational structure, including Manufacturing, Quality, Supply Chain (Logistics, Procurement, and Supplier Development), Engineering, Product Development, and Project Management. - I oversee 300 employees, ensuring continuous improvement and consistent results in safety, quality, delivery, and cost while fostering an efficient work environment. - Provided strong support to Sales and Aftersales by actively listening to the voice of the customer and delivering an outstanding customer experience. - Prepared and presented monthly reports on operational performance to Headquarters, including the Global CEO, CFO, and COO. - Achiements • Development and launch of three new machine models (forestry excavator and wheel loader) for the local market, along with the transfer of excavator production from England to Brazil to meet the demands of the U.S. market. • Implementation of Lean Manufacturing tools and KPIs to enhance management and drive continuous improvement in Safety, Quality, Delivery, and Operational Costs. • Achieved a reduction of $850K USD through the nationalization of components, make-or-buy studies, and reduction of scrap and rework. • Achieved plant certification for ISO 14001, demonstrating our commitment to effective environmental management. • Enhanced employee engagement through environmental surveys, reinforcing the company's recognition as a Great Place to Work.

- Lead a team of approximately 350 employees, overseeing all operations and support departments. I ensured financial improvements in EBIT, along with strong performance in safety, quality, delivery, cost management, and organizational environment. Spearheaded the implementation of new plant technologies, including automated processes for welding, sealing applications, and camera inspection. Additionally, I was responsible for P&L management, defining forecasts, setting budgets, and establishing the five-year strategic plan. - Achievement • Turnaround in Quality and Safety performance. • Plant certification under ISO 14001 and 45001 standards. • Increased P&L results by 1.5%. • Secured new business involving innovative production technologies.

- Leadership of a team of engineers dedicated to the development of production processes for six units in the Mercosur, ensuring the application of lean manufacturing concepts through Lean Manufacturing principles. - Responsible for supporting the sales department in the process of acquiring new business, planning investments and expenses with a focus on maximizing financial results without compromising competitiveness. - Definition of construction standards and development of local and international suppliers for the construction of machines and tools intended for production processes such as stamping (including hot forming), welding, machining, painting, laser cutting, and assembly of vehicle suspensions, engines, and front-end components. - Key member in developing the Business Case supporting site layout, team structure, CAPEX and OPEX estimation, and financial analysis for relocating a manufacturing unit to a Greenfield site dedicated to stamping, welding, and painting processes for suspension and structural auto parts. Achievements: • Establishment of global standards adapted to the specific characteristics of low-cost countries. • Restructuring and technical development of the engineering team, promoting the integration of the department with the global technical group. • Significant reduction of CAPEX investments while maintaining performance in safety, quality, and production.

- Project management focused on the installation of production lines and the construction of a Greenfield plant, grounded in PMBOK project management principles, leading multidisciplinary teams to ensure effective execution within established costs, timelines, and quality standards. - Leadership in the strategic planning, approval, and management of the business case for the construction of the Greenfield welding plant at the FORD complex in Camaçari, encompassing the technical development of the rear suspension for the ECOSPORT in project B515. This role included facilitating the interface between FORD engineering departments in Camaçari and Cologne (Germany), overseeing prototype development in the United States, and coordinating international suppliers for the construction of machinery, tools, and production components. - Management of the Rear Axle project for the Global Honda Platform for the Fit and City models, ensuring the transfer of process technology to the BENTELER plant in Campinas. This project involved the implementation of the first hybrid laser welding and leak testing equipment in the Mercosur region, replacing traditional machining processes, and ensuring innovative production processes with high standards of quality, cost, and output. Achievements: • Honda Project Management Award (2013). • Management of Greenfield (FORD Camaçari) with iInvestment reduction: (€200K), successful plant launch and ROS improvement of 5%

- Manager responsible for implementing product engineering, process engineering, and operational excellence (BOSLe) procedures during the takeover of the THYSSENKRUPP plant located in the VW industrial park in São José dos Pinhais, ensuring efficient integration of operations and maximization of productivity. - Led initiatives to improve operational performance metrics, including Overall Equipment Effectiveness (OEE), and reduce scrap in the welding lines. I promoted a significant increase in productivity in the automotive suspension module assembly lines through automation and the installation of robots, optimizing processes and ensuring greater efficiency. - Developed, approved, and managed business cases aimed at expanding the product portfolio of the São José dos Pinhais unit, including the strategic transfer of production lines from the Campinas unit. Achievements: Rear module assembly line: Inhense Enhance productivity in 16%. Rear axle welding line: Enhance OEE in 13%. Scrap: Reduction of 2.5%. Flawless launch of production lines for the Arena and Fox GP projects (Welding + Assembly)

- Responsible for product concept based on Design for Manufacturing principles, ensuring it meets the specific vehicle performance specified by customers. - Definition of product specifications, including Geometric Dimensioning and Tolerancing (GD&T) and material selection, aimed at ensuring the durability and optimal performance of the products under development. - Management of the product validation plan (DVP) in development, including coordination of DFMEA, critical analysis of specifications, and oversight of bench and field testing. - Coordination of technical changes to products (Engineering Change Requests - ECR) and value-added and feasibility proposals (VAVE), ensuring the technical and financial viability of modifications. Achievements: • VAVE: Cost reduction of $600K. • Development of the rear axle B402 (Ford Ka). • Development of the front control arm for the Amarok (VW).

- Responsible for ensuring quality performance in the business units of the Campinas plant, addressing customer needs and developing corrective action plans based on methodologies such as 8D, A3 Report, Ishikawa Diagram, and 5W2H. - Management and execution of audits aligned with the requirements of ISO IATF 16949, VDA 6.3, and specific customer requirements. - Supervision of all phases of APQP (Advanced Product Quality Planning) for new products, including approval through the PAPP (Production Part Approval Process) in collaboration with the Customer Supplier Development Engineers. Achievements: • Annual PPM requirements. • Quality performance award from GM. • Implementation of a quality culture in the business units under my responsibility.

In charge of process documentation, customer interface, product homologation (PAPP / APQP) and Quality System Certification. Achievements: ISO 9001 and QS9001 Certification. Shopfloor interface: Quality, Process and Production