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A Professional and His Experiences

Our lives always provide us with many opportunities…

However, not everyone is aware of this and allows these chances to pass by due to inattention and even a lack of courage to seize them!

With me, it has always been different.

I have never lost any opportunity that came my way and faced them, even when I was sometimes scared!

To those who are willing to take some time to learn about my journey, here is my account:

—I was born into a humble family of Uruguayan immigrant parents who came to try their luck in Brazil in the early 1930s!

They had 10 children, of whom the first two died as young boys, victims of the poor medicine practiced at the time in the interior of Rio Grande do Sul.

I am the youngest child of eight; 4 boys and 4 girls born to Maria Ettlin and José Benito Petráglia. They are examples of integrity and correctness in everything they provided to make us happy.

We learned Spanish practically through the songs they sang and the daily conversations in our home.

My father worked as a specialized laborer in a small candy factory, a profession he began in Uruguay that led him to immigrate here.

When I was about 6 years old, he enrolled me in a formal school, and during my free time and vacations, he introduced me to the school of life.

He would take me to his work in the small candy factory where he worked and had me peeling fruits, especially bananas, the raw material for the wonderful candies and sweets he made.

I had to peel tons and tons of bananas, always surrounded by them, full of spiders and insects from the plantations.

In the factory, there were other boys who also peeled fruits. They would peel and fill 20 kg cans throughout the week. And on Saturday morning, my father would add everything up and pay them. He tracked production daily.

When I arrived, he taught me to count and control everything, and on Saturday, I would hand him the records of the cans produced.

To this day, my fingers bear the marks of that work.

He didn’t pay me anything, unlike the other boys who worked alongside me.

He said I needed to learn to earn my way.

The old man was very tough… he could have given me a few coins, as leftovers from the payment for my survival, but no… he saw things differently.

This was my first great professional lesson.

Today, I see that it was there that the development of my great capacity for administration, management, and professional experiences began…

This was how my life started on the factory floor, until at the age of 16, I passed the Electrotechnics Course at the Federal Technical School of Paraná, which I attended for three full years.

There, I discovered my aptitude for the technical area—which later proved fundamental for my career in the Brazilian Navy—along with a transition into the Social Sciences field.

I completed my Technical Course and began an internship at the multinational Siemens of Brazil…

From there, I went to the Naval School, Brazilian Navy, where I completed degrees in Mechanical Operational Engineering, Naval Sciences (the first higher education course in Brazil), and Business Administration.

I built my career there, specializing in Naval Aviation as a weapon of war…

Over the years, I have reached more than 750 days at sea, sailing and flying day and night, facing any weather and sea conditions.

In addition to other operations on board ships, which made me earn the Medal of Merit Seaman, with 3 Anchors – which makes me very proud and which few achieve.

It is not a Medal awarded, but rather what the work, study, dedication and personal sacrifices for this achievement represent.

I left the Navy as a Frigate Captain in 1995 and ventured into the business sector.

Still in 1995, I took over the entire coastal port area of the State of Paraná, where we implemented Governor Jaime Lerner’s project, revitalizing the Ports and transforming the responsible Autarchy (Administration of the Ports of Paranaguá and Antonina – APPA) into a Regulatory Autarchy for Port Activities.

In practice, this meant the exit of Port Operations from the Paraná State Government and the total privatization of commercial activities in the Public Port—the only public port in Brazil that achieved this status at the time, I should add.

There, I learned a lot, as if I were completing a new undergraduate degree, a master’s degree, a doctorate, and a post-doctorate in that port sector…

Great and fruitful teachings; activities and engagements that function as a true extra degree.

– When Governor Jaime Lerner took office in 1995, the Autarchy had an annual revenue of about $150,000,000, with 93% of it committed to payroll for its direct port professionals, around 750, and for other port professionals from Labor Unions, through the Intersyndicate, with about six thousand workers linked to the Autarchy, compensated by it.

In addition, there were about ten thousand port professionals indirectly linked to our decisions!

A huge responsibility!

– With the development of a management project—combined with the then New Ports Law that we managed to implement—we were able, in less than 2 years, through a re-evaluation of Port Tariff reductions and streamlining of staff, to transfer all around six thousand workers to the Port Operators’ subordination.

In other words, at that time, we maintained only 750 linked port professionals, increased our revenues, and reduced their commitment to 37%.

Within normal limits.

However, we began to have investment capacity…

– After the ports, we were invited to take on and develop a large-scale project: a major corporate restructuring involving Banco Bradesco, CSN, and Grupo Inepar, with four similar industrial plants, which were consolidated into one in Araraquara, SP, while the others were deactivated (Volta Redonda, Campo Grande, and Santo André).

Similarly, all the headquarters scattered throughout the states of São Paulo and Rio de Janeiro were eliminated, leading to their insolvency.

In this work, a project development contract was established, containing a Success Fee (monetary compensation) and another condition for stock participation via free “Stock Options,” in addition to taking on the position of President if everything went well.

A deadline of 24 months was set for the project’s completion and the establishment of a new company; the result of the merger of the others involved in the project (then bankrupt).

We managed to finalize this implementation, with a small team and supported by all the Controllers who initiated the project (Bradesco, CSN, and Grupo Inepar) in 8 months, one-third of the expected time. As established in the contract, we assumed the presidency of the new company.

This new company, then Inepar-FEM, Industries and Assemblies, concentrated all the activities of the involved Industries and the construction and assembly sectors of the four previous companies. These activities encompassed the sectors of Oil & Gas, Hydro and Thermal Generation, Medium and Large Metal Structures, Steel Industries, Overhead Cranes and Port Cranes, Trains and Locomotives, Subways, Machining and Boiler Manufacturing, also medium and large scale, and related segments.

We implemented a downsizing from nearly six thousand employees to around eight hundred and increased factory hours to nearly 7.5 million contracted hours, ensuring factory operational capacity for about five years.

We started re-hiring the best of those who had been laid off.

This forced us to replace and seek new technological partners in various segments, in the USA, Canada, Germany, and Norway, in order to enhance our capacity in the areas of the new company.

To do this, we traveled to personally conduct this prospecting case by case.

– In the very first year of activities of the new company (1998), we achieved profit and increased revenue to $196,000,000. In 1999, we achieved similar revenue of about $198,000,000.

On this occasion, fulfilling a personal dream of years—while accumulating the Presidency of this company—we were invited to take on a small project with the incorporation of a Air Taxi company with 3 helicopters, where we developed activities in the hangars in Curitiba, São Paulo, and Araraquara, with plans to expand to Rio de Janeiro.

Given the success achieved in the large project and the need for exclusive dedication to the new company, we were then invited to choose between our presidency and the activities of the Air Taxi company, which occupied little of our time but was the wish of the Controllers.

We gave up the helicopters. A strategic error, as we should have given up the larger company.

In 2000, another restructuring was carried out in the Inepar Group, this time concentrating all the companies into one: the new Inepar, where we were invited to assume the Capital Goods Directorate, one of the eight new Corporate Directorates.

In 2001, we chose to pursue an individual project and left the Inepar Group to develop our Consultancy, ECN Empresa de Consultoria e Negócios Ltda. (www.ecnbusiness.com.br).

In 2003, we incorporated a company specializing in management of physical and digital files, and GED (Electronic Data Management): FILEBOX Sistemas de Arquivos Ltda. (www.filebox.com.br).

Both companies are successful and are in a robust process of development and growth.

All that has been achieved has never diminished our desire and propensity to take on new and great challenges, as this is part of our nature.

We greatly enjoy corporate life and the company of the young talents we see emerging.

We believe that the symbiosis between experience and the boldness of youth is a significant differential and ends up being a widely responsible aspect for the successes of companies.

We have extensive experience in dealing with Controllers and Boards of Directors, as well as having become specialists in company mergers and succession processes.

Moreover, we provide expertise in outsourced management and remain open to new opportunities and challenges!

We are also available to take on challenges outside Brazil or even in Latin America, to apply all the knowledge we have acquired and achieve new and greater positive results.

We are always ready and willing to take on work and great challenges.

Any opportunity that arises will be duly evaluated, within our profile as an intervener and executor of projects, with defined deadlines and times, as well as ongoing management for a period until succession occurs…

Whether familial or within companies.

PROFESSIONAL PROFILE

JOSÉ ANÍBAL PETRAGLIA

73 years old, married. Phone +55 (16) 99787-1215

Brazilian, born in Curitiba-PR.

Objective: Boards of Directors, Mentorship, Executive Leadership, and Management Positions.

Areas: Commercial, Administration, Operations, Management, and Projects.

Highlighted Qualifications:

Solid and ascending career built over 60 years, with extensive and diverse experience in management (Management, Ports, Business, Services, Marketing and Commercial, Logistics, Projects, and Brazilian Navy).

Notable experience in Strategic, Administrative, and Operational areas within Logistics, Ports, Industry, Construction, and Aviation sectors, involving Planning, Change Management, Restructuring, Mergers, Recovery, and Sale of Companies. Strong ability to interact with Presidents and Boards of Directors.

Professional trajectory with international experience in countries across Europe, Asia, Africa, and North and South America; participation in courses, seminars, and symposiums in these countries.

Highly skilled in effectively and excellently conducting high-level negotiations, whether in mergers and sales of companies or medium and large business groups, or attracting strategic or technological partners, both nationally and internationally. Expertise in negotiating with representative unions in both employer and labor areas.

Executive profile oriented towards action and achievement of results. Excellent organizer with a focus on high decision-making power, leadership, energy, determination, unconditional dedication, and proactivity, along with strong ability to compose and maintain motivated work teams focused on achieving business and general objectives.

Highly qualified with a diverse range of professional and personal knowledge and experiences (due to the various and unique activities he has had the opportunity to develop throughout his life, with proven success in all of them). A professional with extensive and profound competencies, prepared for the achievement, management, and completion of projects, with a vision centered on total commitment to their results and excellence in success.

Academic Background:

MBA – Business Management – Trevisan – SP – 2002.

Postgraduate in Naval Aviation – Brazilian Navy – RJ – 1980.

Bachelor’s Degree in Electrical Engineering – U.V.A – RJ – 1979.

Bachelor’s Degree in Mechanical Operational Engineering – Naval School – RJ – 1976.

Bachelor’s Degree in Administration – Naval School – RJ – 1976.

Bachelor’s Degree in Naval Sciences – Naval School – RJ – 1976.

Law Course at UNIP up to the 3rd year – 2007.

Main Results:

Consulting in Administrative Management (HR, Tax, etc.), Strategic and Structural, as well as Commercial and Operational for companies, including Filebox Sistemas de Arquivos Ltda., Gavel Veículos, Vander World Logística – Campinas–SP, Chalu Imóveis, etc.

Consulting and Execution in Management and Organization of Physical and Digital Archives. Five warehouses located in São Carlos and Araraquara–SP; Two Headquarters and Three warehouses.

  • President and Vice-President of Grupo GVW Brasil – Integrated Logistics,

Total restructuring of the Group, Companies, and Activities, aligning with market demand.

Development and implementation of new methodologies, products, and activities in the segment.

Search, development, and implementation of new Clients, Suppliers, and Operational Partners.

President of Inepar-Fem Industries and Equipment and Assemblies S.A.

Negotiations for technology transfer and manufacturing license of equipment with companies from Norway and North America, expanding market demand.

Expansion of operations in the Steel, Construction, and Thermoelectric markets.

Deactivation of manufacturing units in Volta Redonda–RJ, Campo Grande–RJ, and Santo André–SP, resulting in the layoff of over 3,500 employees.

Intense and successful negotiations with the involved Labor Union areas regarding the implemented restructuring.

Recovery, modernization, and expansion of the new factory in Araraquara–SP after the transfers, with an emphasis on the logistics of its activities.

  • Director of the Inepar Group

Negotiations for joint ventures with CSN and Bradesco, and with GE Hydro Canada.

Acquisition of the Villares Group facilities in Araraquara–SP.

Conducting the transfer of the Industrial Plants from the Merger of Companies in less than eight (8) months.

People management in the overall restructuring of the personnel frameworks of the companies involved in the mergers.

These achievements enabled him to be chosen and elected as the first President of the newly created company.

Superintendent of APPA – Autarchy, the Administration of Ports of Paranaguá and Antonina–PR.

State Autarchy in the Transport Sector (Port Operations) with its own revenue from the collection of Port Tariffs (approximately US$ 150,000,000.00 annually).

Appointed by the Government of the State of Paraná in 1995 to manage the modernization and privatization project of the Paraná Port area.

Negotiation for the total privatization of port operations in the State of Paraná.

Intense and successful negotiations with the involved Labor Union areas regarding the implemented restructuring.

Expansion of Port Logistics to meet its demand.

  • Headquarters: City of Paranaguá
  • Period: January 1995 to June 1997.
  • Position Held: Superintendent (President).

Main Responsibilities:

Responsible for the complete management of the Autarchy, implemented extensive modernization of the Paraná Port Area based on the Port Law – 8630.

Successful implementation after extensive, intense, and exhausting negotiations with all Employer and Labor areas (businessmen, shipowners, port operators, workers, unions, etc.).

Reported directly to the Governor of the State of Paraná along with the Secretary of Transportation.

Main Results Achieved:

  • Total privatization of port operations after exhaustive triangular negotiations between the State Government, the labor area, and the businesses operating in the port sector.

  • Attraction of manufacturers RENAULT, AUDI, CHRYSLER, and DETROIT DIESEL to the State of Paraná, along with their partners, as well as others dependent on port operations.

  • Expansion of the Galheta Channel draft, providing access to the Ports of Paranaguá and Antonina to 41 feet, through dredging carried out by an international company from the Netherlands, with oversight from the Brazilian Navy’s Directorate of Hydrography and Navigation, under a specific agreement for this purpose. Additionally, another agreement was established for the update and maintenance of nautical signaling throughout the channel. This led to a significant increase in cargo movements, allowing access for larger vessels.

  • Attraction of national and international investors to the Refrigerated Terminal of Ponta do Félix in Antonina–PR, with the recovery and reuse of a Dry Ice Factory, generating hundreds of direct and indirect jobs.

  • Negotiations with labor unions to obtain the necessary conditions for the total privatization of port operations.

  • Drastic reduction of costs for the entire Autarchy, through the rational use of available resources, aiming to position the Paraná Ports in the global market in terms of port costs.

  • Development and implementation of the computerization of the entire port area, aiming to enhance control over operations, improving process efficiency, and allowing for revenue increases of more than 20%.

  • Creation and implementation, for the first time in a national port, of a Local Port Security Commission, and a website for the Ports of Paranaguá and Antonina, along with the production of a CD-ROM in four languages, an innovation at the time.

  • Reduction of 6,000 workers in the Autarchy to 750 port workers, allowing a decrease in the commitment of Port Revenue from 93% to around 37% of its total.

Military Career as Leader and Executive

Period: January 1973 to April 1995.

Development of a military career, from the position of Aspirant Officer studying at the Naval School, to the rank of Captain, passing through the ranks of Midshipman, 2nd Lieutenant, 1st Lieutenant, Lieutenant Commander, Corvette Captain, and Frigate Captain.

Positions Held:

  • Director and Instructor of the Aviation Training and Improvement Course for Officers. In charge of administration and preparation of teams and sectors, with a Postgraduate Course in Naval Aviation.

  • Director of Operations for the Training and Flight Sectors of the General Employment Helicopter Unit.

  • Pioneer in the formation of an Aerial Unit from conception, construction, installations, and total implementation to full operational readiness for war of the entire Aerial Unit.

  • Director of a team of 4 pilots and 10 mechanics on the Antarctic Commission IV, aboard the Ship Barão de Teffé.

  • Qualified on various types of aircraft operating over sea or land, both day and night.

  • Director of the Machinery, Turbines, Propulsion, Auxiliary, Safety and Damage Control, Hangar, and Flight Deck sectors of the Aircraft Carrier Minas Gerais.

  • Officer-Student of the Postgraduate Course in Aviation Improvement for Officers.

Main Responsibilities:

To prepare, train, develop, professionalize, command, and lead military teams at all ranks, aiming to preserve and maintain their maximum levels of operational proficiency, materials, resources, and equipment.

Main Achievements:

Over the years, he has spent over 750 days at sea, sailing and flying day and night, facing any weather and sea conditions.

In addition to other operations on board ships, he has earned the Medal of Merit for the Seaman, with 3 Anchors – which makes me very proud and which few achieve.

It is not a Medal awarded, but rather what the work, study, dedication and personal sacrifices for this achievement represent.

Administration, preparation, and training of all teams in the total operation of the sectors he led, in any situation, whether in peacetime or not, aiming for their immediate effectiveness.

Postgraduate Course in Naval Aviation (Second Place out of 16 Officer-Students), as well as courses in Electronic Warfare, Damage Control and Safety of Ships, Firefighting on Ships and Aircraft, Operations and Combat Centers, and Training Techniques and Instructions, among others.

Highly qualified Helicopter Pilot, certified on various types of aircraft, with an emphasis on shipboard operations. Conducting operations at high and low altitudes over sea and land, in all visibility conditions, both day and night.

Instructor in Aerodynamics, Air Navigation, Aviation Safety, and Air Traffic Control for aircraft. Flight instructor for both normal and instrument flights, whether aboard ships or not. Achieved approximately 1,800 hours of flight in operations.

Directed the team of pilots and mechanics for five months during the Antarctic Operation IV. Achieved a remarkable record of 155 hours of flight during this period, an unprecedented achievement.

Participated as a pioneering team member in the establishment of an Aerial Unit, from its conception to its full operational capacity.

Prepared and trained pilots and crews for helicopter operations under all visibility conditions, day and night, both on land and aboard ships.

Director of the Naval Aviation Course, having trained four classes of pilots at a high level for the operation of state-of-the-art aircraft from the Brazilian Navy, including the A4 combat planes to be incorporated subsequently.

Promotions were always based on merit, at all ranks he achieved. Reached a significant milestone of over 670 days of diverse operations at sea, embarked on Brazilian Navy ships.

Chosen by the Governor of the State of Paraná, with his transfer authorized by the Minister of the Navy in 1995, to meet a specific request for managing the modernization and privatization project of the Port Area of Paraná.

Other Courses:

  • Port Management – 1997. Course in Nantes, France.

  • Management of Port Activities, Netherlands and Singapore – 1996.

  • Sports Management. Brunoro Course. Trevisan Colleges – SP – 2003.

  • Extension in Sales and Smart Business – 2002.

  • Executive Finance for Non-Financial Professionals – 1999.

  • Midshipman – 1977 and Electrotechnics – 1970.

  • GED – Electronic Document Management – 2003.

Languages:

  • English – Advanced.

  • Spanish – Native.

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