Vinicius Ibiapino

Management of São José dos Campos Center, belonging to Campinas Market, composed of more than 50 municipalities, more than 100 direct representatives and 4 commercial consultants; Annual revenue up to 110 MM; Redesign of the Value Chain Service Model (reseller and final consumer), acting through regional segmentation (key account) and by Activities (Hunters and Farmers), seeking excellence through KPIs; Participation in the Development and Direct Monitoring of a new digital package delivered through different apps for the end consumer, a platform to improve and centralize the relationship with the reseller and an application for Last Mile Management, strengthening customer service, loyalty and customer experience; Responsible for Conducting Network Management resulting in a mortality of less than 1.5% (national reference) and increase of new resellers in the network in more than 30 resellers during the operation; Results in reducing volume concentration and consequent spraying of market and financial participation risks and reducing working capital spent by the company in operation by another 30%; Responsible, along with the areas involved, for the change in the Pricing Model adopted that resulted in gains of more than 2 p.p. in the market in question, with margin and EBITDA gains greater than 24%; Responsible for restructuring marketing strategies to reach the final consumer and revitalize the brand; Cost Restructuring reaching record cost R$/ton; Increased security of capital provided through credit release policies and their guarantees (contractual or mortgage).

• Management of the Salvador Center, belonging to the Bahia Market, composed of more than 50 municipalities, more than 220 direct representatives and 7 commercial consultants, with annual revenues exceeding 220 MM; • Experience in the Development and Implementation of B2B and B2C Pricing Strategies and Market Intelligence; • Responsible for Distribution Logistics of more than 350,000 P-13/month with two supply centers; • Implementation of Logistic Cockpit for routing and formatting of loads, with active participation in freight negotiations and support to increase the storage capacity of resales, generating relative improvement in drop size, Reduction in Cost and Reduction of Loss of Sale by inventory breakdown; • Responsible for conducting the Changes of the Prospecting Process and Sales Funnel, with a aim to increase the average sales (ton / pos) reducing mortality, involving teams to achieve the proposed results; • Responsible for the Change in the Pricing Model adopted that resulted in gains greater than 7 p.p.; Development and Execution of a new Model of Investment in the Reseller Network; • Responsible for restructuring marketing strategies to reach the final consumer and revitalize the brand (e.g. BlitzBrasilgas); redesign of the Direct Channels Model - Industrial Bottled, e-valley and Mobile Channel.

• Management of Sorocaba (São Paulo Interior Market), composed of more than 80 municipalities, more than 90 direct representatives, 100 indirect representatives and 4 consultants, with annual revenues exceeding 65 MM; • Focus on replacing large accounts without proper succession; Reduction of the receiving portfolio and the term -PMF/PMR; Overlap of operators aiming to increase the quality of the operation; Focus on reducing mortality and migration from wholesale to final consumers through the expansion and qualification of POS ́s; • Redesign of the operation model in several larger municipalities in the region allowing a development of 6 p.p. in market share and expansion of the network in more than 20 resales; • Record volume already sold by the core; EBITDA increase by 24%.

• Management of the Areas of Production, Infrastructure, Logistics, HSE, Quality and Maintenance, interacting with MRP, S&OP (Sales and Operations Planning), Supply Chain, Strategic Sourcing, Procurement, Purchasing Portal and National Road Logistics; managing a team of 9 direct and 40 indirect people, reporting to the General Manager of Operations and the Board of Directors at the company's Headquarters; • Production Management - Production capacity, occupation and efficiency of production line; Operations control to ensure the stock of the necessary supplies for lPG packaging and bulk LPG distribution, with movement exceeding 9.6 kton/month; generating Empowerment and interacting with all areas involved; • Development of the Annual Budget and Industrial Cost Management; direct performance in the Development of New Equipment for the Envase and Monitoring of Implementation Schedules, Results and Improvements; Maintenance Systems Management: Preventive, Predictive, Corrective and Infrastructure; • Supplier Management focused on Value Chain Efficiency Expansion and Cost Reduction; • Seller of the first national LPG award given directly to a distributor base; • First place for 12 consecutive months in the Management System used by Ultragaz - SGS.

• Support the team of the company's 17 production bases; Projects in Cost Reduction, Efficiency Increase and Insertion of new equipment in the production line; Monitoring and Management of the Supply Chain; • Assistance in The Management of Reforms and Modernizations of Carousels - Analog for Digital.

• Participation in Cost Reduction Project with Production Insums with Annual Reduction of 1.2 MM through The Expansion of Efficiency and Energy Efficiency Project, with a return of more than 200k/year.

• Internship in supplier management, with product performance evaluation and service logistics for the automaker. • Responsible for planning in SAP the deliveries of the components of the external part of the truck cab. • Development of new suppliers of suppliers and solutions for the assembly line/hot line.