Professional background

From technical detail to portfolio direction.

Across 10+ years of leadership, I have worked where complex equipment, multidisciplinary teams, customer commitments, and business outcomes meet.

01 · CAREER EVOLUTION

Engineering foundation

Electrical design, industrial automation, estimating, and disciplined technical delivery.

02 · CAREER EVOLUTION

Manufacturing leadership

Production, quality systems, people leadership, supply chain, and business-unit operations.

03 · CAREER EVOLUTION

Complex project delivery

Customer-facing execution across automation, modular manufacturing, suppliers, and project sites.

04 · CAREER EVOLUTION

PMO & portfolio direction

Practical governance and connected systems that turn project information into coordinated action.

Career path

Built through delivery.

Each chapter expanded the altitude of the work, from electrical design and factory operations to multimillion-dollar projects and portfolio systems.

01

Mar 2026 to Present

Senior Project Manager / PMO Manager

G-CON Manufacturing · College Station, Texas

Leading complex cleanroom projects for pharmaceutical and life-science customers, including G-CON's prefabricated POD® solutions, while managing project managers and developing the PMO systems needed to scale delivery.

  • Coordinate Engineering, Manufacturing, Supply Chain, QA/QC, Operations, customers, partners, and contractors across the complete project lifecycle.
  • Lead and develop the project-management team through workload alignment, coaching, onboarding, skills assessment, and consistent execution practices.
  • Build practical governance and a SharePoint-based Project Hub, using Power Platform, Power BI, Microsoft Project, and AI-assisted workflows to strengthen portfolio visibility and decision support.

02

Dec 2022 to Mar 2026

Project Manager II, Traveler

Daifuku America · Oregon & Texas

Managed multimillion-dollar automated material handling system (AMHS) projects supporting Intel in Oregon and Samsung in Texas, from initiation through installation and completion.

  • Directed concurrent customer-site projects, subcontractors, and internal teams against demanding safety, schedule, and budget commitments.
  • Designed a cross-functional low-code system that standardized reporting, reduced human error, and improved stakeholder communication.
  • Mentored project team members while building a culture of safety, continuous improvement, and delivery accountability.

03

Jun 2021 to Nov 2022

Production Manager

Bornstein · Astoria, Oregon

Led food-and-beverage manufacturing across two shifts in a highly regulated FDA and USDA operating environment.

  • Led supervisors and a large multi-shift workforce across production, shipping, receiving, and production scheduling.
  • Implemented standard work and Lean improvement initiatives to strengthen food safety, quality, productivity, and delivery.
  • Developed team capability through hands-on mentoring, training, and performance management.

04

Oct 2019 to Feb 2021

Operations Manager

ViVi Holdings · Boca Raton, Florida

Restructured operations, processes, and strategic projects following the acquisition of fintech businesses across Brazil, Mexico, and the United States.

  • Provided C-level operating insight while improving business policies, project delivery, and product-development processes.
  • Orchestrated Agile cross-functional product and engineering teams to improve product-development speed and delivery focus.
  • Streamlined processes to lower project costs, improve on-time delivery, and strengthen operational performance across multiple markets.

05

Jul 2014 to Sep 2019

Operations, Quality & Production Leadership

Essentra PLC · Ciudad del Este, Paraguay

Progressed through production, quality, and business-unit leadership roles with responsibility spanning P&L, safety, maintenance, quality, production, warehouse, and supply chain.

  • Developed local business opportunities and led a factory expansion that increased production capability and supported long-term growth.
  • Strengthened inventory governance and used Lean and statistical process control to reduce waste and production costs.
  • Selected as one of 20 global talents for a two-year, MBA-style leadership-development program spanning sales, finance, marketing, projects, and operations.

06

Jan 2011 to Jun 2014

Project Engineer / Electrical Designer

Brasguay · Ciudad del Este, Paraguay

Designed and delivered industrial electrical and automation projects, creating the technical foundation for a career in operations and project leadership.

  • Managed industrial projects from commercial offer through completion, supporting portfolio growth and stronger operating performance.
  • Standardized AutoCAD blocks, calculations, and estimating tools to accelerate quotation development and improve consistency.
  • Developed a circuit-breaker test bench that strengthened supplier evaluation and reduced quality-related costs.
Essentra PLC · 2014 to 2019

The manufacturing chapter that shaped how I lead projects.

Essentra is an international manufacturer and FTSE 250 supplier of specialist components and materials. Across five years in its Ciudad del Este operation, I progressed through production, quality, and business-unit leadership. This experience taught me to connect commercial priorities with the realities of people, processes, equipment, quality, and flow.

012014 to 2017

Production leadership

Led a three-shift Tear Tapes production team across safety, quality, food safety, productivity, scheduling, maintenance coordination, and OEE performance.

  • Standard work, performance indicators, team coaching, and daily operating discipline
  • Factory expansion, production capability, automation, and quality-control systems
022015 to 2017

Quality leadership

Directed inspection, testing, process control, supplier quality, and customer audits for a global Filters operation serving major international customers.

  • Lean Manufacturing and statistical process control across materials and production
  • Supplier-development programs, compliance, and international quality standards
032017 to 2019

Business-unit operations

Held P&L responsibility for the Tear Tapes business unit and led Health & Safety, Maintenance, Quality, Production, Warehouse, and Supply Chain as one operating system.

  • Business development, financial planning, forecasting, and customer experience
  • Inventory governance, supplier strategy, leadership development, and long-term growth
Daifuku America · 2022 to 2026

The semiconductor chapter that scaled how I lead complex projects.

At Daifuku, I moved from leading operations inside a business to owning customer-facing automation projects in one of manufacturing's most demanding environments. The systems thinking developed in operations now had to work across project lifecycles, job sites, distributed teams, and customer organizations.

01Client environments

Semiconductor fab delivery

Managed multimillion-dollar AMHS projects supporting Intel in Oregon and Samsung in Texas, including overhead transport vehicles and stockers.

  • Customer-facing execution in complex, highly controlled manufacturing environments
  • Delivery ownership from project initiation through installation and completion
02Project integration

Leading the interfaces

Connected customers, engineering, suppliers, subcontractors, and field teams across distributed project organizations.

  • Scope, schedule, budget, safety, risk, change, and customer commitments
  • Field coordination and timely escalation across high-consequence handoffs
03Scalable practice

Project systems & people

Turned recurring delivery needs into clearer reporting, standardized workflows, and stronger team capability.

  • Cross-functional low-code reporting that improved consistency and visibility
  • Mentoring, continuous improvement, and disciplined project communication

Career pivot

Operations taught me to see the whole system. Daifuku taught me to deliver that system through complex projects, distributed teams, and demanding customer environments.

G-CON Manufacturing · Current chapter · 2026 to Present

The current chapter where projects, people, and portfolio leadership come together.

At G-CON, I lead complex cleanroom projects for pharmaceutical and life-science customers, including prefabricated POD® cleanroom solutions, while managing and developing the project management team. In parallel, I am building practical PMO systems that strengthen governance, portfolio visibility, resource planning, and cross-functional execution.

01Project delivery

Cleanroom execution

Lead complex cleanroom projects for pharmaceutical and life-science customers across the full delivery lifecycle.

  • Engineering, procurement, manufacturing, quality, FAT, logistics, installation, SAT, and closeout
  • Cross-functional coordination across customers, partners, contractors, and internal teams
02People leadership

Leading the PM team

Manage and develop project managers while creating the clarity, support, and accountability required for consistent delivery.

  • Workload and assignment alignment, coaching, onboarding, and skills development
  • Common expectations, disciplined ownership, and stronger team capability
03PMO development

Practical portfolio systems

Build a lightweight PMO that improves decisions and execution without adding unnecessary administrative burden.

  • Governance, portfolio reporting, resource visibility, risks, actions, issues, and change
  • A connected SharePoint Project Hub and repeatable management routines
04Digital enablement

Power Platform & AI

Apply connected Microsoft tools and AI-assisted workflows to make project information clearer, more useful, and easier to act on.

  • Power Apps, SharePoint, Power Automate, Power BI, and Microsoft Project
  • AI-assisted knowledge capture, analysis, communication, reporting, and decision support

Career convergence

Essentra taught me to understand the operating system. Daifuku taught me to deliver through complex customer projects. At G-CON, I am bringing both together by leading people, strengthening portfolio execution, and building the systems that help a PMO scale.

Capabilities

The connective tissue of delivery.

Project strategy

Scope definition · delivery planning · stakeholder alignment · governance

Project controls

Integrated schedules · baselines · forecasting · cost and cash milestones

Execution

Design · procurement · manufacturing · FAT · logistics · site installation · SAT

Commercial control

Change management · contract milestones · invoice triggers · customer decisions

Portfolio systems

Resource visibility · executive reporting · risk trends · common standards

Digital workflows

Power Apps · SharePoint · Power Automate · Power BI · Microsoft Project · AI-assisted delivery

Methods & systems

A broad technical toolkit.

Used across project delivery, factory operations, quality systems, continuous improvement, and executive reporting.

Project & digital

PMBOK · MS Project · Power Apps · Power Automate · SharePoint · Power BI · Office 365

Engineering & analytics

AutoCAD · SolidWorks · Minitab · SAP · Fourth Shift ERP · Salesforce · Microsoft Dynamics

Operations & compliance

Lean Manufacturing · OSHA 30 · FSSC 22000 · ISO 9001 · OHSAS 18001 · HACCP

Education & credentials

Technical depth. Business context. Delivery discipline.

2026

PMP®

Project Management Professional · PMI

2017

MBA

Lean Manufacturing · UTFPR

2014

B.Sc. Engineering

Electrical Engineering · UNIOESTE

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