Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

I´m a Production Engineer, specializing in Management and Business, with over 15 years of career experience in the field, the last 13 years dedicated to the multinational company Caterpillar Brazil.

I have experience in Manufacturing, Suppliers Quality and Continuous Improvement, working in the management and implementation of cost reduction and process automation projects to reduce workflows, quality management and root cause analysis, leadership in New Product Launches (NPI) and introduction of technologies using Product Engineering, such as the restructuring of operational layouts for new facilities and introduction of high-tech machines such as HEX320 and HEX336 with relevant gains in productivity.

Procedural and Analytical profile with an eye for innovation and results-oriented, with knowledge and use of quality tools, such as APQP and PPAP Methodologies, Lean Six Sigma, and MASP.

Relationships, communication, and negotiation skills are applied in teamwork and across interfaces between areas.

I have international experience, having studied an MBA Module at Marietta College (Ohio, United States) and visited Japan and China to improve projects and negotiate with suppliers at Caterpillar Company.

Ability to adapt to dynamic environments and organizational needs.

In the year 2025, I had the opportunity to start a new position as a Quality Supervisor working for a big company called Myoung Shin (South Korean Company), supplying body parts to Hyundai and GM. Primarily, I am responsible for ensuring that I provide zero-defect parts to carmakers and develop my team to deliver the best service, meeting all specifications and standards. 

Q2. How are new automotive trends—such as electrification and requirements for sustainability—impacting strategies for quality management and supplier oversight?

In fact, this is not impactful now in Brazil, at least in my industry. Electric cars in Brazil have a very small market share of 8% in total. This is much more related to the long-term basis, as 10 to 20 years from now. The overall industry needs to make the transition to hybrid cars first.

There´s also a significant challenge in terms of infrastructure and how the government will facilitate the feasibility of electric cars and the acceptance of Brazilian customers, which is currently limited. 

Q3. Which AI and digital transformation trends in quality control are you most excited about over the next three years, and what new opportunities do they open for growth or differentiation?

I can briefly summarize the trend in my area as the integration of Vision Camera with AI and Machine Learning (IoT), which is something that will become very strong in the next few years.

Q4. Based on your quality management and engineering experience, how have data-driven insights and analytical tools supported continuous process improvement and lean initiatives in your manufacturing operations?

The Vision AI we´re using today provides data in a timely manner to make informed decisions on process improvements.

Q5. Can you describe a lean manufacturing initiative within automotive production that delivered measurable gains in productivity, defect reduction, or cost optimization?

• Standard Work Procedures
• Automation of the Process
• KPIs

In my opinion, these three combined are the ones that bring gains in productivity, defect reduction, and cost optimization. 

Q6. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

I think the critical question today is whether the quality area can automate the process as much as possible using Vision Cameras and also Vision AI in order to achieve overall quality and zero defects.

If I were an investor, that would be my critical question. Implementing this approach makes it easier to integrate lean initiatives and also brings value to the business overall.