May 2025 – Present · 1 yr · On-site

• Strategy, leadership & technical governance
• Lead Manufacturing Engineering teams (process, industrialization, tooling, methods, and sustainment), ensuring execution of the industrial plan and continuous advancement of technical maturity.
• Established engineering governance to prioritize demands (NPI, improvement initiatives, and sustainment), reducing rework and accelerating technical decisions.
• Industrialization / NPI / ramp-up
• Led industrialization of new products and engineering changes (ECR/ECO), from DFM/DFA through process validation, reducing ramp-up time.
• Implemented capacity and production plans (layout, standard work), increasing throughput and reducing bottlenecks.
• Quality, reliability & compliance (high criticality)
• Ensured adherence to regulatory and customer requirements, reducing recurring nonconformities.
• Strengthened PFMEA/Control Plans and capability analyses, improving process stability and reducing variation in critical operations.
• Supported internal/external audits and action plans (8D/RCFA), sustaining compliance and preventing quality escapes.
• Productivity, cost & continuous improvement
• Delivered Lean initiatives (VSM, Kaizen, standard work, SMED, 5S, visual management), reducing lead time and unit cost.
• Optimized tooling/fixtures and assembly/inspection methods, improving productivity and ergonomics while reducing rework and waste.
• Drove make-or-buy and process rationalization actions, delivering annualized savings.
• Supply chain & suppliers (if applicable)
• Qualified/developed suppliers and outsourced processes (special processes, machining, treatments), improving OTD and incoming quality.
• Mitigated supply risks (capacity constraints, obsolescence, single-source dependencies), ensuring operational continuity and delivery stability.
• Line sustainment / executive-level troubleshooting
• Led high-impact production troubleshooting on critical items, driving root-cause analysis and containment, reducing scrap and increasing yield.

Jan 2023 – Present · 3 yrs 4 mos · On-site

• Strategy, leadership & technical governance
• Lead Manufacturing Engineering teams (process, industrialization, tooling, methods, and sustainment), ensuring execution of the industrial plan and continuous advancement of technical maturity.
• Established engineering governance to prioritize demands (NPI, improvement initiatives, and sustainment), reducing rework and accelerating technical decisions.
• Industrialization / NPI / ramp-up
• Led industrialization of new products and engineering changes (ECR/ECO), from DFM/DFA through process validation, reducing ramp-up time.
• Implemented capacity and production plans (layout, standard work), increasing throughput and reducing bottlenecks.
• Quality, reliability & compliance (high criticality)
• Ensured adherence to regulatory and customer requirements, reducing recurring nonconformities.
• Strengthened PFMEA/Control Plans and capability analyses, improving process stability and reducing variation in critical operations.
• Supported internal/external audits and action plans (8D/RCFA), sustaining compliance and preventing quality escapes.
• Productivity, cost & continuous improvement
• Delivered Lean initiatives (VSM, Kaizen, standard work, SMED, 5S, visual management), reducing lead time and unit cost.
• Optimized tooling/fixtures and assembly/inspection methods, improving productivity and ergonomics while reducing rework and waste.
• Drove make-or-buy and process rationalization actions, delivering annualized savings.
• Supply chain & suppliers (if applicable)
• Qualified/developed suppliers and outsourced processes (special processes, machining, treatments), improving OTD and incoming quality.
• Mitigated supply risks (capacity constraints, obsolescence, single-source dependencies), ensuring operational continuity and delivery stability.
• Line sustainment / executive-level troubleshooting
• Led high-impact production troubleshooting on critical items, driving root-cause analysis and containment, reducing scrap and increasing yield.

Dec 2019 – Dec 2022 · 3 yrs · On-site

May 2013 – Dec 2019 · 6 yrs 7 mos · On-site

• Embraer E2 Landing Gears Development Project Manager:
• Led a cross-functional team (Project, Structures & Materials, Hydraulics/Mechanical Systems, Tech Pubs, Configuration, Manufacturing, Quality) to develop E2 landing gears, improving product maturity and integration.
• Governed scope, requirements, schedule, cost, quality, risks, and maturity to drive predictable execution and stakeholder alignment.
• Orchestrated interfaces across engineering/manufacturing/quality to reduce late changes and rework
• Materials Engineering and Tech. Pubs Supervisor:
• Managed the annual budget and investment plan (CAPEX/OPEX) for the department (Materials + Technical Publications) to ensure financial execution and technical prioritization resulting in governance and delivery of the annual plan.
• Defined and drove the department’s R&D roadmap to advance materials capabilities and technical documentation practices resulting in increased technology readiness and stronger product lifecycle support.
• Recruited, developed, and coached talent (selection, onboarding, people development) to strengthen team capability resulting in higher technical autonomy and improved delivery quality.
• Implemented knowledge management practices (workshops, lessons learned, best practices) to standardize methods and reduce variability improving consistency and speed of problem-solving.
• Coordinated Materials Engineering and Technical Publications activities for landing gear and hydraulic components to support multiple programs (including KC390, Embraer legacy fleet, and an external customer—Sikorsky S-92) resulting in sustained technical support across development and in-service phases.

Apr 2008 – May 2013 · 5 yrs 1 mo · On-site

• Materials Engineering, Configuration Control Management & Technical Publications Supervisor)
• #Multi-discipline Engineering Leader | Configuration Governance | R&D Portfolio | Technical Publications | Aircraft Systems (Landing Gear & Hydraulics)
• Led a multi-disciplinary team across Materials Engineering, Configuration Control and Technical Publications to support landing gear and hydraulic systems development delivering reliable technical governance across multiple aircraft programs (Phenom 100/300, KC-390 and legacy platforms).
• Owned the department’s annual operating budget and investment plan (OPEX/CAPEX) to secure funding, prioritization and execution discipline resulting in predictable delivery and stronger alignment to strategic engineering roadmaps.
• Directed the R&D pipeline to develop methods, standards and technical solutions in materials/configuration domains driving improved engineering maturity and decision robustness.
• Built and scaled technical capability by recruiting, onboarding and developing talent through workshops, best-practice standardization and a structured Lessons Learned system increasing knowledge retention and consistency of outputs.
• Enabled cross-functional execution by coordinating work planning, prioritization and task distribution across concurrent program demands improving responsiveness, quality and on-time delivery to internal stakeholders and external customers (EMB110, EMB120, ERJ145, EMBRAER170/175/190, AMX, EMB312, EMB314, PHENOM 100, PHENOM 300, KC390 and Sikorsky Helicopter S-92).

Apr 2004 – Apr 2008 · 4 yrs · On-site

• Technical Publications Engineering Supervisor
• Led an 8-person Technical Publications team (landing gear and hydraulic components) to plan and allocate documentation activities across the product development lifecycle, resulting in on-time deliverables aligned with program milestones (EMB110, EMB120, ERJ145, E170/175/190, AMX, EMB312, EMB314, Phenom 100/300, and Sikorsky S-92).
• Coordinated 5 subcontractors (Technical Publications and GSE—Ground Support Equipment) to integrate scope, schedule, and quality of outsourced deliverables, resulting in improved predictability and compliance.
• Managed the department’s annual investment plan to prioritize initiatives and track execution (CAPEX/OPEX), resulting in optimized resource allocation and sustained delivery capacity.
• Strengthened organizational capability to expand technical coverage and standardize ways of working (recruitment/selection + workshops + lessons learned + best practices), resulting in improved publication quality and consistency.
• Represented the function in Design Reviews to discuss Technical Publications issues and align technical solutions with Engineering and key stakeholders, resulting in mitigated documentation/support risks for the product.

Mar 2001 – Apr 2004 · 3 yrs 1 mo · On-site

• Product Development Engineer (ATA 32 – Landing Gear & Hydraulics)
• Owned the creation and continuous update of ATA Chapter 32 maintenance procedures, integrating CMM/AMM/SB/AIPC content per ATA100/ATA2200, ensuring compliance, clarity, and operator readiness across Embraer (E170/175/190, ERJ145, EMB120/312/314) and Sikorsky S 92 platforms.
• Developed and maintained maintainability reports for landing gear and hydraulic components, defining scheduled vs. unscheduled maintenance tasks to support MSG 3 decisions and improve maintenance planning.
• Represented Engineering in MSG 3 Steering Group and customer/operator forums, aligning maintenance program requirements with operational constraints and driving closure on technical actions across stakeholders.
• Defined GSE requirements during development and coordinated GSE sub tiers, ensuring tooling/spec compliance and on time availability for entry into service and ongoing maintenance execution.
• Coordinated Technical Publications sub tiers and assessed engineering change impacts (drawings, ATPs, production scripts), accelerating incorporation into field documentation and strengthening configuration control.
• Highlights: AOG technical support for landing gear/hydraulics, enabling rapid aircraft return-to-service.