Persio Medeiros - Senior Consultant - Advisor - Board Member - CEO - CV.docx

It is a Brazilian family company that recycles Aluminum. Its main products are Aluminum in powder (for many uses, such as Niobium production, as an example) and ingots in different alloys for the B2B business.
Consultor para “Turnaround”
? Reporting to the owner, I am promoting a turnaround focused on the output growth, making use of its dammed potential and the better scenery of the market and economy.
? We’ve increased the Revenue, in less than 3 months, by 40%, through the production growth, delivery time reduction, reduction in Lead Times and the production of the late deliveries orders in the pipe line.

It is a Brazilian company, traditional manufacturer of Copper Rods and Copper Wire, for the Cable Manufacturing Industry as well as semi-finished and finished Aluminum products.
CEO
Reporting to the owner, I have been hired in order to promote improvements in the Company Management as a whole and bring consequent impacts in the Financial Results. We’ve grew the Revenue by 50% through :
• Formulating an Improvement Plan, with clear and well-defined actions in order to improve Processes and
Equipment.
? To identify the existent talents and making the needed changes in the Organization,
? Output growth :
- The Industrial performance was well below the world standards, being the main cause, the absence of
Management Excellence practices and High-performance techniques.
- To approach the equipment suppliers (it is a new Plant – 2014) with the objective of getting the latest
technologies and to identify the current technological gaps and what has to be done in order to close them.
• To implement a rigid Cost Control in the entire Company. Since the market is very concentrated and prices are
quite flat, the shortest and easiest way to increase the Margins is to reduce Costs.

Emibra is one of the largest Carboard Packaging Company in Brazil, well known for the top Quality and Service.
CEO
Reporting to the Board, I have been responsible to promote a “turnaround” and drastic improvements in the bottom line results through :
• Sales increase :
- Business Development - new markets and / or new products / Organic growth. We’ve grew the Revenue by
30% within 2 years.
• Increase in Margins and Profitability.
• Costs reductions :
- Direct Cost reduction via Excellence in Manufacturing and Lean Manufacturing
- Indirect Cost reduction of R$ 2 mi per year, via a strong Reorganization and rationalizations (Purchase,
Contracts, synergies, etc.).
Results came sooner and higher than initially expected by the Board members.

The French Pochet Group supplies glass bottles for the Premium perfume segment. Solev (the subsidiary in Brazil) paints and decorates them by using high technology with applications of varnish, inks, silkscreen, metallization, etc.
Managing Director
• Actions for strong cost reductions and sales increases, what made the 2014 Net Result (without Extraordinary expenses) significantly better than the previous years, since the acquisition in 2011.
• Sales increased in 102% with the nationalization of the painting and decoration of the glasses imported from France and sold to Natura and Boticário. After that in place, what was 100% supplied directly from France till 2011, started to be sent to Solev, painted and decorated in Brazil and then, sold to the customers.
• To make that possible, I created the areas of Product Development and International Logistics, invested in the automation / upgrade of the equipment and implemented new manufacturing techniques (Lean), gaining the confidence of the customers in this new and much better Business Model via Quality, Deliveries and Service.
• Reduction of variable costs of 23%, through the implementation of Lean Manufacturing, the SPC – Statistical Process Control, freight negotiations, elimination of many direct labor and direct supervision roles, etc.
• Reduction of Fixed Costs of 27%, via the reduction in the Overhead, energy consumption rationalizations, implementation of TPM – Total Productive Maintenance, etc.
• Shut down the Division of Plastic Closures, a loss-making Division, what allowed the team and the company, to focus in the core and profitable business.
• I promoted a cultural change and a high impact reorganization, by implementing modern people management tools and policies, such as meritocracy, clear targets, talents hiring and retention, etc.

CONSULTING - LEAN BUSINESS CONSULTING at MEXTRA – METAIS –
Lean Business is a Consulting Company founded by myself. Mextra is a metallurgical Company that produces aluminum powder, many different aluminum alloys and aluminum recycling.
INDUSTRIAL DIRECTOR and CONSULTANT
• I played the role of the Industrial Director, through my Consulting Company. I modernized the equipment and implemented many modern Manufacturing techniques (Lean Manufacturing, TPM, KPI’s), what resulted in 55% production increase. Furthermore, I was the Counselor for Sales, Finance, Supply Chain, HR, etc.

Dane company, a high quality and one of the largest hydraulic pumps solution suppliers in the world.
Managing Director
The Business turnaround was founded on :
• Changes in the Commercial area, including the repositioning of the Brands, revision of the sales strategies, sales channels and market coverage. These, combined with many actions in the Manufacturing allowed to double the sales and reduce costs what allowed the achievement of the first profitable year (2010) since the acquisition.
• The establishment of 4 New Product and Business Development areas (Civil Construction, Industry, Water Supply / Sewage and Dosing) in addition to the existing Retail in order to focus in Projects and Customized Solutions, what increased the Gross Margins (from 32% to 38%).
• The implementation of S&OP process-Sales and Operation Plan. The Delivery Performance went from 75% to 95%, the Inventory from R$ 14 to R$ 10 million and the average Lead Time from de 25 to 14 days.
• Reduction, in average, of 20% in the direct cost of the products, with the implementation of the Lean Manufacturing, strict negotiations with suppliers and various productivity gains. The headcount went from 175 to 120 people.
• A reorganization of Departments and roles gave an Overhead cost reduction from R$ 20 to R$ 17 million / year.
• Focused in profitable business, I led the process of shutting down a non-profitable and not core Business Unit (small pumps for leisure), negotiating with the Unions and transferring the assets to the acquiring Company.

Business Unit Manager
• The quick turnaround made the Unit with the worst results in Brazil, become a Center of Excellence able to supply high quality products to USA and Canada. The Unit became a world benchmarking.
• The output has grown 60% - from 790 tons / month to 1.270 tons / month, meaning an additional Revenue of R$ 50 million per year.
• This significant growth was obtained by :
? Adding technical expertise and Management and changing part of the Management Team.
? Setting a clear Strategic Plan, clear priorities and targets, getting people involvement, implementing Balance Score Card, KPI's, etc.
? Significant gains in productivity via many initiatives :
- Improving the equipment conditions with the implementation of TPM.
- Reallocating the products to be produced in the most adequate equipment.
- Implementation of the Lean Manufacturing System.

Industrial Manager
• Responsible for the Sport Footwear Division (Rainha, Topper, Mizuno and Timberland brands), with a Revenue of R$ 400 million, 7 large Plants and 21 small ones, in a total of 9,000 people.
• The implementation of Lean (all plants) generated a reduction of 40% in the Delivery Time, an increase of 80% in the number of launches, a reduction of 30% in inventories and an increase of productivity in 30%. These allowed the shutdown of 3 Plants and the reduction of labor from 9.000 to 6.500 people, an annual cost reduction in Overhead of R$ 6 million and in the cost per unit with an annual savings of R$ 30 million.
• During trips, I negotiated and closed technology transfer deals with companies in China, Korea, Taiwan and Japan.

Lean Manufacturing Manager – Primary Metals – Tennessee – EUA – 1998 – 1999
• I led the implementation of the Lean Business in 10 Plants across the USA, having 10 “multipliers” under my management. Many projects have been implemented and our team trained all the main executives / key people.

Plant Manager – Extrusions – Georgia – USA – 1996 – 1998
• I led the turnaround of the business in an environment highly conservative and unionized. The implementation of the Best Practices and technology allowed the increase of 30% in the output, additional Revenue of US$ 15 million, reduction of 25% in the cost/ton and achievement of the breakeven.

Industrial Manager – Packaging - PET and plastics – Barueri - Brazil – 1995 – 1996
• Responsible for the results of 3 plants (injection and blowing plastics processes), in Barueri, Lages and Recife.

Plant Manager – Extrusions - Pindamonhangaba – Brazil - 1993 – 1995
• The turnaround transformed the plant in the best Brazilian aluminum extrusions supplier for Industrial applications. The output increased 30%, with additional Revenue of R$ 15 million.

Plant Manager – Extrusions - Swansea - Wales - 1991 – 1993
• I led the turnaround of a very old factory recently acquired by Alcoa Europe, with very obsolete equipment, old methods / practices and low productivity. I’ve established methods and processes learned during the assignment in Holland, invested in modernizations and built a high-performance team, what allowed significant gains in productivity, opening of new markets and return to positive results.

Production Manager – Extrusions - Pindamonhangaba – Brazil - 1988 – 1991

Technology Transfer Manager – Drunen – Holland - 1987 – 1988

Process Engineer – Pindamonhangaba – 1985 / Production Manager – Sorocaba – Brazil – 1986

ALCAN 1980 - 1985
Production Manager up to Manufacturing Manager – Contagem – Brazil

An Engineering Course in one of the best Universities os Latin America.

A Financial approach for Engineers in order to perfom further Executive roles.

An oustanding International extensive MBA program by one of the top Universities of USA.

High level studies on how to perform an outstanding position as a Board Member of Companies.

AT ALCOA UNIVERSITY, very practical hands-on program.