Alexandre Lima Barroso

Professional career developed in the areas of Technical Engineering, Business Development, Strategy and Executive Operations Management, in the O&G, CCS and Chemical industry. Competence in the management of large projects, with key onshore and offshore clientes Startup of exploration and production project, including commercial and operational management. Expertise in conducting complex negotiations for product marketing, service delivery and introduction of new technologies, involving contracts from $1 million up to $300 millions. Leadership in the management of specialized and high performance teams Executive Leader in innovation projects presenting several technical papers with proved results Strategic business management leading M&A processes and turnaround plans

• OTC Houston, 2019, Reservoir Drilling and Completion Best Practices: Well Productivity Assessment applying drill in fluid, Chelant/Enzyme breaker system and stimulation design on onshore well BHT scenario in Brazil
• OTC Houston, 2018, New Generation Nano Technology Drilling Fluids Application Associated to Geomechanic Best practices: Field trial Record in Bahia - Brazil
• OTC Brazil, 2011, WBM Contamination Monitoring While Sampling Formation Water with Formation Testers: A Novel Approach - 22446. J. Correa, M. Santos, A. Wander, J. Pereira, OGX; J. Canas, SPE, S. Colacelli, SPE, A. Zaccaro, A. Barroso, C. Rico, R. Ortiz, S`PE, Schlumberger.
• Rio Oil and Gas, 2016, Wellbore Stability Improvement Using Nanotechnology- ibp1674_16. Alexandre L. Barroso (GS), R; A. Pereira (GS), A. Leal (GS), J. Correa (ENEVA).
• Rio Oil and Gas, 2010, Simulação e monitoramento de parâmetros hidráulicos em tempo real para perfuração de poços críticos: aplicação pioneira no brasil em centro integrado de apoio operacional remoto - ibp3268_10. Alexandre L. Barroso, Alexandre S. Zaccaro, Rogerio A. Pereira, Luciano M. Genuncio, Bernardo P. M. C. Duarte.

¨ Business Development and Technical Sales of pioneer BRZ BECCS Project in an integrated project with other business lines of the company, including implementation of Project Management Office to support the project, which included the following actions: i) financial analysis for economic viability, ii) schedule development with identification of critical paths for resource allocation in the planning phase; iii) definition of commercial strategy, quality assurance and pricing competitiveness; iv) negotiation with partners for value adjustment, allowing greater competitiveness and better profit margins; v) presentation of the commercial strategy for final approval by senior management. As a result, the company was classified as the supplier of the key contracted service package with an approximate contract value of USD 6 million and a technical paper about project management risk management tools applied submited for CCUS Latin Americ 2024 was aproved for oral presentation

¨ Leadership about implementation of corporative innovation strategy for Great Holdings. Executing this strategy with diferents projects including nanotechnology and biodegradable drilling fluid chemical was submited to innovation development agencies to access R&D funding. “Lei do Bem” was also used reverting significant savings for the company. Beside that spin off Great Future was formed dedicated to promote innovation matchmaking linking technology centers, start ups and industry issues for innovative solutions. As results Great Holding access more than USD 12 million to develop and field test of technolgies presented.

¨ Startup of an exploration and production service company with peak activity of 4 rigs, including offshore in the Campos Basin (RJ) and onshore in the Parnaíba Basin (MA), Recôncavo Bahiano (BA), and Alagoas (AL), which involved the following actions: i) hiring 3 Engineers for the project team; ii) mobilization of 30 professionals for the field team; iii) negotiation of financial resources with headquarters; iv) schedule development with identification of critical paths, aiming at resource allocation and v) installation of solids control equipment and fluid plant. As a result, we achieved consolidation of the company with regional Market Share leadership (up to 70%) and associated revenue of USD 20 million for the Holding, as well as recognition of technical and operational quality standards among clients.

¨ Strategic business management , serving corporate business lines in the service and E&P areas, leading M&A processes, developing strategic plans, turnaround, and complex negotiations with clients and partners. As a result, we achieved a 300% increase in contracted value, totaling USD 100 million over 2 years and USD 25 million as credit from investment funding convertible to equity.

¨Leadership in the Bidding Process for the Drilling Campaign of 80 Wells for the exploration of Silvinita by Vale Fertilizantes (Sergipe), in an integrated project with other business lines of the company, which included the following actions: i) financial analysis for economic viability, ii) schedule development with identification of critical paths for resource allocation in the planning phase; iii) definition of commercial strategy and pricing competitiveness; iv) negotiation with suppliers for value adjustment, allowing greater competitiveness and better profit margins; v) presentation of the commercial strategy for final approval by senior management. As a result, the company was classified as the supplier of the entire contracted service package with an approximate contract value of USD 10 million.

¨ Coordination of field testing for the evaluation of a naphthenate inhibitor system applied on a production platform in Parque das Baleias (ES), which included the following actions: i) negotiation of commercial terms for test execution; ii) monitoring of the chemical products importation process used in this application and iii) negotiation with local suppliers. As a result, the company obtained qualification for future tenders estimated at values

above USD 30 million per year.

¨ Application of large-scale project management techniques, worth $300 million over 3 years, with simultaneous activity of up to 6 offshore rigs and 5 onshore rigs, highlighting the following actions: i) identification of critical paths of the execution schedule; ii) direct management of stakeholders with an effective communication plan; iii) financial control and contractual budget, negotiating necessary amendments; iv) coordination of the quality system and risk management and v) technical team management.

• Age: 51
• Number of Children: 2
• Marital status: Married