Texas, United States Virginia Transformer Corporation is the fourth largest power transformer manufacturer in North America, and the largest US-owned. It was established in 1971 to provide power transformers to the Appalachian mining industry. Since then, it has expanded to provide transformers across North America. The company supplies custom-made transformers to power generating and distributing companies, heavy industries, and other businesses. It also designs generator and substation applications. The company has six manufacturing facilities in North America. The product portfolio covers a wide range, from larger distribution transformers to large power transformers, rectifier and drive-duty transformers, and special transformers for a wide array of applications.

Texas, United States As a Business Development Manager I am responsible for the business development of Siemens Energy Distribution Transformers for all customers in North America geographic area, I work with and support the North America Sales Vice President as required as well oversee and lead day-to-day operations of the sales team and agents with the goal to increase order intake, market transparency and profitability. Customers visits to perform commercial and technical presentations as well as identifying new market vertical and customers, identifying market trends and competitors activities, and monthly/annual sales forecasting. Manage the regional sales channels & activities in order to increase order intake and profitability. Develop regional strategies based on the product portfolio and business strategy. Lead marketing in the region including trade shows, technical conferences, and others. Acting as a liaison between customers and factories for customers escalations and order related inquiries. Channel management including monitoring, appraising and enforcing policies and procedures, Support the company's targets of order intake, revenue and profitability and reaching regional targets. Expand my professional network working of several distribution transformers factories across the globe and customers in North America. Develop and expand market knowledge in several verticals including industrial, utilities, Oil & Gas, data centers, and other segments. Becoming a technical expert of distribution transformers and its applications.

Develop new business in Americas with focus in oil and gas, and renewable energy projects (PV, wind and hydro). • Portfolio composed by power transformers (from 13,8KV to 145kV – 1kVA to100MVA), unit substation, mobile substations, pad mounted transformers, MV panels, MV switchgear (Vacuum and SF6), dry type transformers, LV panels, turnkey high voltage substations and SCADA software. • Work on technical approval along power utilities and EPC companies. • Manage bid and proposal team plus dotted line management over engineering to achieve technical features required by these new customers under different technical standards. • Accomplished first international sales for Blutrafos with energy projects in Ecuador and Peru. 职位:Director Of Business Development July 2014 - December 2018 (4 years 6 months) Blumenau, Santa Catarina, Brazil • Portfolio composed by power transformers (from 13,8KV to 145kV – 1kVAto 100MVA), unit substation, mobile substations, pad mounted transformers, MV panels, MV switchgear (Air and SF6), dry type transformers, turnkey high voltage substations and SCADA software. • Develop new business in Brazil with focus in Oil and Gas and renewable energy projects (PV, wind, and hydro) and Smart Grid solutions providers. • Develop strategic partnership and alliances with big companies in the power electrical sector with renewable energy projects such as General Electric, ABB, Alstom, WEG, Rockwell, Eaton, Danfoss, Mitsubishi Electric, Solar Canadian, among others. • Responsible for CRM management and engineering, bid and proposal team management. • Created a business pipeline of U$50 million dollars with new opportunities and new customers.

Structure and manage of sales and marketing for the group Tamura Indusul Brazil (TBI) composed by two factories producing medium voltage transformers up to 45kV and 20MVA, electric panels, linear power transformers, reactors, telecom transformers, large/medium appliances transformers, telecom magnetics and other solutions for industry and energy markets. • Member of the council responsible for reporting and managing the P&L of the two factories with special focus on reduction and optimization of SG&A. • Redefinition of the sales staff, from the job description and duties to hiring new personal. Develop and promote internal staff. New sales structure improving market coverage and driving sales to reach targets. Creation of two new managerial sales areas by developing and promoting internal people. • Development of new network channels, writing the channel plan of the company. Preparation of the strategic planning of sales and marketing plus relevant participation in strategic planning of TBI Americas. • Definition and implementation of pricing policy, marketing materials, strategies and sales campaigns and exhibitions. • Achievement of sales targets, creating a 50% increase in sales last year, the total sales volume of U$ 36 million. • Deployed a new national representative/distributor network, largely based on my relationship and credibility in the market. • Leadership in the development of special products (specific requirements) for companies like Petrobras, GE Wind, WEG, Woodward (Alstom Wind Project), Schneider Electric and Whirlpool, Otis, Thyssen, comprising the steps of design, development, approval, and production. • Management, monitoring and reporting ofP&Lof the two Brazilian plants for the Board in Japan, with emphasis on optimization of SG & A. • Promote technical exchange and communication with the various operations of Tamura in countries like Japan, US, India, Czech Republic, England, China, and Italy

Conducted the start-up process of the sales channel for the Power Delivery and Power Quality divisions. The result was 15 distributors and 3 representatives and 2 OEM spread through 8 countries in South and Central America. • Serving energy market: generation (hydro, thermal, nuclear and wind), utilities, T&D companies, government agencies, OEM. Also serving heavy industry, infrastructure companies, oil & gas, water & waste, metals & mining, pulp & paper. • Power systems portfolio composed by big power transformers, SCADA, protection and control, high voltage switchgears, surge protection, compensation systems (high voltage capacitor banks), special distribution transformers and UPS. • Managed the marketing and sales of Power Delivery products. • Responsible for a team in 8 countries: Brazil, Argentina, Chile, Bolivia, Peru, Colombia, Venezuela and Panama. • Elaborated and executed the strategic sales plan. • Started the team by hiring the sales engineers and the application engineers. • Into a GE matrix environment was in constant coordination (dotted line) with: 3 commercial managers, 1 marketing analyst, 3 operation supervisors (inBrazil) and about 20 application engineers and inside sales representatives in factories in the USA, Mexico and China. • Responsible for a U$ 55 million target for 2012. Alexandre and his team were able to sell U$ 15 million during the first quarter of 2012 (double the totalamount for 2011). • Licenses and acquisitions established with Brazilian corporations. Presented success selling a U$5MLicense to produce a GE patented transformer in Brazil. • In 2011 participated in the Excalibur Project and the result was the joint venture with XD Electric (Chinese company) for the manufacturing of GE's products in Asia. • Definition of price list, sales campaigns and exhibitions. • Award of Merit due to his remarkable success as Grant Leader rising funds to Marcio Brandao Foundation in favor of poor children. • Travel requirement 50%.

São Paulo, Brazil • Portfolio composed by solutions involving UPS (Uninterruptable PowerSystems), switching and protection. • Serving energy market: generation (hydro, thermal, nuclear and wind), utilities, T&D companies, government agencies. Also serving general industry, infrastructure companies, airports, military, police forces, hospitals, oil & gas, water & waste, metals & mining, pulp & paper. • Increased the synergy between Adelco and Socomec, creating a better relationship between both companies and improving teamwork. • Responsible for all aspects of Socomec and Benning operations in South America including: sales, marketing, logistics, warranty and technical assistance, product management and HR. • Developed new businesses for Socomec (from France) and Benning (from Germany) in South America, managing the teams of sales, proposals, contracts, technical assistance, and supply chain and applying action plans based over detailed planning. • Responsible for market intelligence area and product management for South America. • Reorganized network of representatives and distributors, replacing almost all of them in less than a year. He conducted a smooth process in dismissing even old distributors. • Elaborated the strategic plan of the area as well as participated in the strategic plan of the company for 2010-2012. • Marketing actions: creation of catalogs and new marketing materials customized to South America countries. Accomplishment of several fairs and exhibitions in Brazil and Mercosul. • Working along factory in France in order to develop new products that fits electrical specific requirements in South America. Definition of price list, strategies and campaigns of sales. • Best sales record in 2010 (in fifteen years): U$ 30 million. First quarter of 2011: U$ 15 million. • Travel required: around 60% of time.

São Paulo, Brazil • Responsible for Drives and Automation Local Business Automation in South America. • Portfolio composed by solutions applying low voltage drives, medium voltage drives, servo drives, CC drives and high power three phase low voltage motors. • Structured a new inside sales team, improving the market coverage and stimulating a bigger volume of sales. Developed new training and motivational programs for internal and external force of sales motivating teamwork, creativity, and personal overcoming. • Elaborated and executed special strategic plans for Sugar and Alcohol Market and Petrobras. These strategies were correctly established and proved essential to more than double volume in two years. • Reorganized the network of representatives and distributors. Developing a new channel program. Until that day channels in South America were not running under a correct channel program resulting in inefficiency and lost opportunities. • Serving energy generation marketing (wind, PV and thermal), oil & gas, OEM, EPC, government agencies, heavy industry, general industry, water & waste, metals & mining, pulp & paper. • Reached volume of sales in 2007 of U$ 35 million – 30% over the target=25 million. Volume of sales in 2008 was U$ 60 million for a target of U$ 45 million. • Responsible for sales, marketing, product management, project and technical assistance. • Complete portfolio produced in European factories (Finland, Sweden,Norway, Germany and Switzerland) demanding several daily activities with coworkers in these factories as well trips to factories mentioned above and international logistics. • Definition of price list, strategies, and campaigns of sales. • Traveled around 75% of time.

PORTO ALEGRE AND SAO PAULO • Responsible for running the following areas: sales and marketing of large and medium power transformers, dry type transformers, distribution transformers, switchgears (GIS and Vacuum) mobile substations, turnkey substations, high voltage CT and PT. • Responsible for developing these markets: Brazil, United States, Canada, South and Central America, Middle East, Africa and some countries in Europe. • Established a new network of representatives in the United States, Middle East and Africa. • Reorganized the national network of representatives in Brazil and South- Central America. Some representatives were replaced by others presenting more appropriated profile. Also he included distributors, OEM and integrators to these markets. • Elaborated the strategic plan of the area. New studies proved that the existing sales structure were archaic and inefficient. The entire portfolio was put under review and the commercial emphasis was put over a new line of products. For instance: one phase pole transformers got production suspended because very low margin and extremely disputed market, in its place we got dry cast resin transformers with good gross margin and more selected market with less competitors. Practical results: adding healthy U$ 5 million to 2006 sales volume. • Results: reached targets in sales, including overcoming of 40% in the sales target for 2006. Total sales of U$ 35 million in 2006. • Creation of a new inside sales team. The original was inadequate for the new market dynamics. • Managed the project team and technical assistance team, improving customer satisfaction in pre and post sales. • Travel required: 75% of time.

SAPUCAIA DO SUL - RS • Responsible for the Sales and Marketing of Pepsi products and all brands of Inbev beers in the Center of Direct Distribution of South Brazil. • Responsible for the planning, execution and follow-up of actions and campaigns of sales to these products for the South of Brazil, including the most important customers in the area. • Sales targets exceeded in 50% being the sales manager number in the region (South of Brazil). • Achieved the biggest sales volume (U$ 15 million) in my Center of Direct Distribution. • Market share was increased in 12 percentile points in first year. • Awarded with the Gold Star of the PEV (Plan of Excellency in Sales) and Gold Star of the PEX (Corporative Plano f Excellency) as first place of my area by best sales volume and KPI. • Ran the Program of Excellency of South Brazil. • Managed the only one area to reach 100% points in auditor ships PEV and PEX for the first time in history. Involving and engaging people all people involved in the process it was the key to victory.

Responsible for the internal and external management of issues regarding deploying the backbone and circuits for Diveo Project in the South of Brazil, Applying a wide range of Ericsson equipment. • Managed a team of ten engineers; technicians and supervised fifteen different contractors in order to build the projected infrastructure. • Decisive participation in order to solve critical discordance among contractors and Ericsson. • Creation of a whole new area in Ericsson in order to run the Diveo project. • Training, supervision, quality audits and payment for all contractors. • Tasks involving Real Estate, project, construction and quality. • Establishment of 150 circuits. • Establishment of 6 High Capacity HUB. • National Award QUASIP – Quality Program for Ericsson Projects. Alexandre developed a new electrical criteria design to be followed by contractors which minimized the occurrence of electrical surges and subscribers blackout avoiding ten of thousand dollars in penalties. • Efficient management of crises between both companies, Ericsson and Diveo. • Conducted investigation over corrupted contractors causing the end of its contracts.

CACHOEIRINHA DO SUL - RS - GRANDE PORTO ALEGRE • In charge of industrial maintenance team in ABB metering plant. This team was composed by ABB workers and some contractors and some workers from ABB Service Division. • Responsible for maintenance and deploy of the sewage treatment station that was paramount for ISO 14001 was granted for this facility. • Responsible for 100% functioning capacity in the sewage treatment station. • Managed the ISO 14001 certification for this factory. • Remodeling of electrical layout of most part of this facility improving energy savings in 30% and productivity in 15%. • Creation of a new maintenance program minimizing equipment repair in 10%. • Implementation of the Energy Efficiency Programs in this facility.

Responsible for the management of electrical projects, electronic wiring and cabling, fire prevention projects and air conditioning projects for the most important customers of this office, such as: Dell Computers, General Motors, FIAT, and Claro Mobile among others. • Managed the relationship between most important customers and SPM engineering. • Managed the most important projects of this office, such as Dell Computers. • Reorganization and modernization of the automated process of production of projects improving project productivity in 35%.