- Business income improvement - Income growth of 70% in the first management year, attaining the best financial results ever since its incorporation (1966). These results were reached by means of the immediate potential growth identification, market opportunities exploitation, entire company motivation regarding the inquire after company's objective, as well as quantitative and qualitative direct communication to all organization levels. (Hiter/ Crosby, 2007)
- Lawsuit reduction - From 30 to 2 civil claims, and litigations from US$7.5 million to zero, by means of the recurrent monitoring of legal counsel, clients and suppliers. (Amcor White Cap do Brasil, 2002/2007).
- Strategic plan Identification, creation and execution - Reaching a consistent plan to acquire a supplementary industrial facility, aimed at the business expansion and existing facility production decentralization. This strategy has proven a 3-years payback term without any fresh money, by the simple utilization of the tax savings (Hiter/Crosby, 2007)
- Brazilian's subsidiary financial independence achievement by means of obtaining positive operating results.
- Ending the first fiscal year with operating results 25% above previous year's and positive net cash, overcoming the headquarters' best expectations. Result achieved in my first year, after 7 years of negative operational and financial results and annual cash dependence from the international headquarters. (Amcor White Cap do Brasil, 2002)
- Balance between cash generation and business operation, supporting all monthly liabilities and rising up the necessary working capital increment to support the expected growth, reverting Headquarters' cash dependence prior to my management around US$600 thousand/year. (Amcor White Cap do Brasil 2002 to 2007)
- Industrial performance improvement and market share acquisition- Brazilian Operation performance becoming equivalent to the group's best parameters experienced in US and European facilities. Position never reached in 7 years of previous managements, allowing new orders receiving from companies such as Nestlé and AmBev. Spoilage control, best quality inspection data definitions, continuous productive processes follow-up, most reliable and flexible suppliers definitions, raw material replacement, convince overseas Headquarters regarding local raw material utilization, among others, all responsible for the turn for a better consolidation of the local subsidiary. (Amcor White Cap do Brasil, 2002 to 2007)
- Purchasing better performance curve by 30% - Result achieved through a new suppliers' technical qualification, accomplishment of new purchasing contracts valid for one year, bidding calls, continuous searching for new partners with competitive quality and prices. (Amcor White Cap do Brasil, 2002 to 2007)
- ISO 9000 certification Acquisition - For a 100% outsourced production, allowing the new Brazilian subsidiary to supply subsea equipment to Petrobras, an unprecedented operation in the subsea equipment industry. (Cameron 1996)
- Purchasing and industrial performance improvements - Achieved by utilizing new technologies, reorganizing machine tools, processes and personnel, new source of suppliers and raw materials, specific team training and special technical consulting services utilization,. (Cameron 1996 to 2001; White Cap 2002 to 2007; Hiter/ Crosby 2007 to 2008).
- Business increasing income and cash generation - Income increasing by 100% and better production increasing of 60%, without the usual Headquarters' fresh money dependence. Cash generation enough to support the additional working capital required to finance the up coming growth. (Amcor White Cap do Brasil, 2002/2007)
- Market consolidation - Market share acquisition in the first couple of years, equivalent to competitors with local facilities running over 20 years, with regard to income, quality, reputation, reliability and delivery performance, through the team training and straight team management and make a right use of all details related to the assigned technology. (Cameron do Brasil, 1996 to 1998)
- Achievement of "subsea equipment" orders - Orders achievement above US$100 million by Sade Vigesa, never achieved by Villares before. This amount awoke the international technology supplier's interest- Cameron - to build up its own Brazilian subsidiary. Results achieved by moving the "Oil Equipment Business" from Villares to Sade Vigesa, unifying the whole operation into a single management. (Sade Vigesa - 1992 to 1996)
- Backlog acquisition "oil equipment business" - Enough to full load the available industrial capacity(construction of 53 equipment - average of US$2 million/unit) for five years, via commercial enforcement. (Sade Vigesa 1991 to 1996)
Patent Building -up
- Metal vacuum sealing system for the food industry, with straight possibility of becoming the main product of the Brazilian subsidiary. (Amcor White Cap Do Brasil 2004)
- Cable/chain transition system for floating rigs anchor winches, developed in conjunction with a company called Hepburn - Canada.. (Villares - 1990)
- Design, structure and implementation of the Brazilian subsidiary - From inception until start-up, reaching orders around US$25 million in the first year of operations. This industrial facility has distinguished itself among the other plants of the group, in regard to global parameters, management guidelines, quality, cleanliness, delivery time efficiency and operational results. (Cameron, Taubaté, 1996)
- After market facility full implementation - Since its land acquisition until complete the entire industrial facility, directed to repair / test / modify subsea equipment, meeting Petrobras expectations. (Cameron, Macaé, 1996 to 2001)