Felipe Batista de Oliveira

Project Management Specialist working in the export market for the company 3M (consumer group – CBG) in Latin America. Leadership in meetings to follow up on projects, update delivery status, understand if there are roadblocks and remove them, and pace the team so that deliveries occur within the established deadlines. Management of the Gross Margin of the export portfolio, working with the definition of price increases, reduction of the mark up factor, redirection of the customer to acquire a similar portfolio (phase in) or even removing the SKU from the portfolio if necessary (phase out). Monitoring open purchase order data, updating the tracking report and holding weekly meetings with the teams involved (Sales, Order Management, Logistics and Customer Service) to remove impediments and speed up the invoicing of orders. Update of sales reports to compare what was projected vs. realized. Design of process for cost and price definition (intercompany and final), Phase in / Phase out of portfolio, purchase order entry process. Project portfolio management (Development of Mercado Libre 3P in Mexico; Perfect Store Brazil and Mexico; DSO Reduction - Days Sales Outstanding; Development of distributor in Argentina).

Coordination of a project to improve logistics processes (team structuring, definition of the objective, scope, requirements, deadlines, costs, etc.). Project delivered on time, within budget and scope, with a 57% reduction in the cost of the activity (above the 33% target), ROI of 240% and a Payback of 4 months. Management of brownfield and greenfield projects related to the construction, expansion and improvement of telecommunications network infrastructure. Development of several projects and initiatives aimed at improving processes to reduce operational expenditure (Opex). Development of software and systems (logistics, fraud prevention, customer service, KPI's and financial control - Capex and Opex) based on the Scrum framework with all events (daily, planning, review and retrospective) and application of some management agile tools (Kanban, OKR, Project Model Canvas, value proposition, etc.). Forecast, analyzes and justifications of cost variations and operational indicators in the income statement. Elaboration of studies to optimize the field technical team through analysis of productivity vs. service demand. Cost-benefit ratio analysis regarding team outsourcing. Management of a multidisciplinary team, providing constant feedback application, tasks planning and assignment, periodic individual performance assessment, time attendance, vacation control, etc.

Junior engineer responsible for the financial management of large infrastructure projects in power generation (hydroelectric and thermoelectric plants and feasibility studies). Elaboration of WBS, control of financial indicators, preparation and analysis of projected and realised cash flow statements, management of vendor/outsourcing contracts, monitoring of project budget and forecast, formatting prices with the Commercial area to make proposals, monitoring and control of the physical progress of activities through measurement reports, preparation of monthly financial reports for the executive board, and control of contractual amendments.