Rodrigo Yamamoto, MSc

• Responsible for all aspects of company’s activities in South America. • Most senior executive role in South America, with full P&L accountability across 7 manufacturing plants and 1 engineering center. Experienced executive with a strong track record in turnaround management, financial leadership, and operational excellence across South America. As Regional Head at Motherson SMP & SMRC, I led the transformation of five manufacturing plants into profitable operations through strategic planning, lean implementation, and team empowerment. Leveraging deep financial expertise—including P&L management, cost control, budgeting, and financial restructuring—I played a critical role in restoring profitability and driving sustainable growth. I combine hands-on leadership with a focus on results, innovation, and long-term value creation.

As the most senior executive in South America, I am responsible for all aspects of the company’s operations, including full P&L ownership, strategic direction, and day-to-day execution. I lead cross-functional teams and oversee manufacturing, commercial, and financial activities to drive sustainable growth and operational excellence. I bring a hands-on leadership style, combining strategic vision with deep financial acumen to improve performance, optimize processes, and deliver measurable results. Key Achievements: • Led a full company turnaround through deep organizational restructuring. • Delivered the first profitable year at SMP Motherson Atibaia in over a decade. • Improved profitability across all newly awarded businesses. • Implemented a results-driven culture with strong P&L discipline. • Engaged employees in a 5-year strategic plan aligned with board and shareholder goals. • Strengthened stakeholder relationships at all levels. • Reorganized the business into a cost-efficient shared services model. • Enhanced financial processes and reporting accuracy, improving overall performance. • Built and developed a high-performing executive leadership team. • Restructured core operational processes, increasing efficiency and productivity. • Positioned SMR Motherson Jaguariúna as a global benchmark in lean manufacturing. • Successfully led the SAP implementation at SMR, improving integration and control.

Visionary and results-oriented executive with full strategic and operational responsibility for all business activities across South America. As the most senior leader in the region, I drive sustainable growth, profitability, and organizational transformation through a combination of financial discipline, operational excellence, and people-centric leadership. With full P&L accountability, I lead cross-functional teams and oversee all core business functions—including operations, finance, engineering, HR, logistics, and commercial strategy. My leadership is grounded in data-driven decision-making, continuous improvement, and a relentless focus on value creation. Core Leadership Highlights • Spearheaded large-scale organizational restructuring, delivering significant gains in efficiency, productivity, and profitability. • Designed and executed cost-optimization programs and high-impact strategic initiatives, generating strong ROI and long-term financial health. • Cultivated a performance-driven culture, aligning teams around strategic goals and fostering innovation at all levels of the organization. • Transformed operational architecture by optimizing resource allocation, reducing waste, and enhancing agility—without compromising quality or compliance. • Strengthened stakeholder relationships and elevated the company’s brand through cultural alignment, transparent leadership, and collaborative engagement. • Successfully implemented enterprise-wide systems (e.g., SAP), enhancing process integration, financial visibility, and operational control. I bring a hands-on leadership style with a strategic mindset—capable of navigating complexity, inspiring teams, and delivering measurable business outcomes in highly competitive environments.

• Responsible for the P&L and Operations of Trim, Foam and Jit Plants at Pernambuco Site; •Managed the project and start-up of both Plants (Lear´s BMW Joinville CKD / Seating Plant and Lear´s FIAT/Chrysler Pernambuco Trim, Foam and JIT Plants); • Talent retention development and succession planning programs in order to ensure longevity of the newly created plants.

• Responsible for the P&L and Operations of Joinville CKD / Seating Plant.

• Responsible for team management; • Responsible for the Development of new products and/or processes, engineering support to serial production, as well as, development to absorption of new technologies; • Responsible for Concept, Process Development, Industrialization and Continuous Improvement for all Wind Energy programs in Brazil; • Responsible for Implementing the Policy and Directives of Maintenance and Energy Efficiency to achieve a World Class Maintenance under TPM management – Total Productive Maintenance.

• Responsible for all operational restructuring of the South America Plants. • Managing a central Advanced Manufacturing Engineering Team to support all new launches, implement all JCI best business practices and support the SDT teams to achieve company goals; • Facilitate the development and operation of the manufacturing engineering processes within their area, ensuring process compliance, leading to process excellence - Ensure that staff are appropriately trained to carry out their roles effectively and are developed for future requirements using the company standard processes and tools.

• Managed the project and start-up of the exhaustion system plant in Sorocaba-SP where the activities in Latin America were concentrated in that unit with efficiency level higher than 97%; • Leading multifunctional teams with R$14 million in total investment.

• Managing a multifunctional team of industrial maintenance to support the production area and to plan programmed maintenance; • Managing the whole acquisition and installation process of the Welding Oven, including coordinating development and interaction activities among the plants involved, such as Behr India, USA, Germany and China; • Preparing and negotiation contracts in general (supplies, technology transfer, infrastructure, financial, services, among others).

• In charge of the activities of production, assembling, quality, logistic and manufacture processes.

• Following up product development from conception, design, purchases and industrialization to production start-up; proposing improvements to cut costs still during development.

The Global CEO Program offers you the rare opportunity to step back, rethink your approach and reflect on actions geared to your organization’s needs for greater global leverage. The program is delivered together with the MIT Sloan School of Management.

The Advanced Management Program (AMP) for C-suite and senior executives will challenge you to reflect on your leadership style, giving you the knowledge and insights to set direction and drive growth in your organization.