Gonzalo Marchesini

-Process Engineering Manager. March 2021 - At present: In charge of two areas (Process Engineering and Continuous Improvement). Twenty people's Team, two direct reports plus four rotative teams in 4x4 rotation mode. I am building a team, developing the groups of people with standard tasks. I am focusing on Safety concepts and improving process capabilities. Aligning to Operational Excellence and corporate Benchmarking.

Responsible for three plants, two in Argentina and one in Brazil. In charge of 6 areas (Production, Maintenance, EH&S, Safety, PGM sales, Projects) + Operations in Br.: Leading a team of +115 people and 6 direct reports (5 Managers). Brazil: I led a start-up project and a new business unit in Curitiba, Br. The project involved revamping our manufacturing premises, designing, importing and commissioning equipments at the plant, adapting processes, recruiting and training teams, managing costs and budget per cost center, quality management and ISO certification as well as cross-functional activities with other areas of the business. Argentine: Together with my team, we delivered a total workforce re-alignment process: Vision, Mission, Values, Strategies, Goals, Behaviors based on the key pillar of people safety. We obtained an ISO/TS16949/IATF - ISO14001/OHSAS18001 re-certification in addition to succeeding at customers and Group's cross audits. We achieved our production plans in line with our sales forecasts and inventory adjustments. Additionally, we developed a new business in India and we manufactured a product for heavy vehicles which was validated and tested successfully. We began a deep process of cultural change with a focus on people safety, with a relating corporate change in policies. Daily MTMR practices. in each sector of plant. Roll out of Lean Manufacturing tools such as 5S, VSM, Visual Plant, KAIZEN and Improvement of plant KPIs.

Responsible for 3 areas (Projects, Maintenance and PGM sales). Leading a team of 15 people and 4 direct reports, with responsibility on contractors. In this phase, we managed to create and develop a Project Area, and delivered more than 150 small, medium and large projects, such as 4 major projects for the company involving a total investment of USD 11m: New Warehouse (2500 m2); New PGM plant and Pt process; Start-up in Curitiba, Brazil, Expansion of manufacturing lines in Argentina. In the PGM area we achieved improvements for PGM dissolution and general improvements for the processes. We developed new methodology of Mass Balances and improved KPIs with a better control on operatives Costs. Improvements on process through specials inverse osmosis filters for washings.

Responsible for 1 area (Engineering & Maintenance). The team consisted of + 7 people and 1 direct report. We managed to build our team, consolidating a work team with the same knowledge standard, changed mindset in daily routine, raised our work standards and developed KPIs (Benchmark)

Control of productive lines. Staff training Process, equipment and production time improvements. Small Projects Care of the personnel in charge. Driving of work teams. Budget generation. Costs control. Lean Manufacturing Internal and external audits. AMFE. Control Plan. Guided plant tour for visits.

Production Control of catalysts for automobiles. Organization of shifts and production teams. Statistical processes control. Participation in Continuous Improvement.