Senior global experience across FMCG and B2B businesses, with proven, clear and adaptable frameworks to become best-in-class.
Pursue Excellence.Make it last.
Transforma helps manufacturing and supply-chain leaders empower their teams and build the capabilities to deliver world-class operational performance.
Start a free conversationDecades of experience.
Tangible results.
A best-in-class asset-utilisation target consistently achieved across Rogerio’s previous company roles, alongside a 50% reduction in operational waste and company-wide leadership impact.
Focused interventions have reduced quality incidents, improved production start-ups and restored customer service, all whilst building teams’ ability to sustain progress.
When operations fall short,the pressure lands on you.
Missed deliveries, quality issues and output below plan put customer commitments at risk. For the leaders accountable, repeated escalations and explanations take time away from strengthening the operation and supporting growth.
When the pressure lifts,
there's room to...
Commit with confidence
Consistent quality, output and delivery give you confidence in the promises you make to customers.
Trust your team to act
Strong capabilities and clear ownership across the supply chain help teams address problems as they arise, without every decision coming back to you.
Focus on the future
Fewer escalations free you to focus on innovation, customer relationships and the company’s next strategic steps.
Where we can help.
Six connected areas.
One stronger operation.
Safety
Build a culture that protects people.
Make health and safety a core value, reflected in the way teams run the operation each day. Embed working standards and procedures into team routines, with clear ownership at every level.
Build consistency through everyday practice, supporting a sustained ambition of zero safety incidents.
Quality
Prevent defects. Reduce waste.
Bring food safety and quality standards into everyday team routines: process settings, machine cleaning and inspection points. Make those standards part of how the work is done.
Strengthen in-process control so teams can spot variation and act early. Where useful, apply statistical process control to help operators keep the process within agreed limits, reducing defects, rework and material waste.
Delivery
A rhythm your customers can rely on.
Start with customer demand patterns to establish a stable production rhythm. A solid, well-considered production plan creates the conditions for teams to deliver consistently and make continuous improvement part of daily work.
Build a schedule-adherence metric to understand the offenders of the plan, the changes required and the gaps in team capabilities. Strengthen the pride and ownership of core teams, building on their daily success.
Cost
Reduce losses. Improve utilisation.
Identify what prevents assets, people and manufacturing systems from performing at their best. Use relevant industry benchmarks to establish the ambition and prioritise the losses that matter most.
Focus improvement on labour and overtime, maintenance, energy and utilities, and rework and waste. Track performance and the adoption of new routines to understand what is improving and where further action is needed.
Sustainability
Lead today with tomorrow in mind.
Translate energy and environmental priorities into practical ways of working. Identify projects that reduce energy consumption, minimise waste sent to landfill and ensure environmental requirements are met. Map the supply-chain changes needed to reach the ideal state and support energy-efficiency and circular-economy ambitions.
Use digital capabilities where they add value: connect manual data with existing systems to enable loss intelligence, improve process visibility, and strengthen analysis and process controls. Use these insights to identify losses, reduce waste and sustain improvements over time.
People
Inspire tomorrow’s leaders. Leave a lasting legacy.
Develop leaders who can set a clear direction, engage their teams and build the capabilities for sustained performance. Help them understand their role in supporting the people closest to the work.
Make leadership visible through daily presence in the operation, coaching and a practical understanding of capability gaps. Establish working routines that give leaders time for both execution and longer-term strategy.
Where to begin.
Start with a specific operational challenge, strengthen one part of the business, or develop a roadmap for wider improvement.
Critical Challenges
Resolve known operational problems with solutions that last.
- End-to-end diagnosis of organisation design, team capabilities, process & systems.
- Practical solutions embedded in everyday routines.
- Visible results, clear ownership and measures of sustained adoption.
Local Transformation
Build capabilities and improve performance in a department, a site or part of the business.
- Diagnosis of organisation design, leadership, daily routines and culture.
- Prioritised opportunities and early wins that demonstrate business impact.
- A site-wide transformation that builds capabilities and embeds new ways of working.
Strategic Roadmaps
A clear, organisation-wide path towards best-in-class performance.
- Industry benchmarking defines ambition, measures and targets for success.
- Implementation roadmap - prioritised using business rationale, showing where to start and why.
- Resourcing for success and senior leadership governance enable teams to deliver, correct course and celebrate milestones.
A proven framework, adapted to your operation.
Eight core elements guide the work. Their emphasis and depth adapt to your business, its resources and the challenge at hand.
01Understand theoperation andits performance.
“We are what werepeatedly do.Excellence, then,is not an act, but a habit.”
This is the mindset Transforma brings to every organisation, and the standard it holds itself to. Lasting performance is built through values & principles, routines and leadership behaviour repeated every day.
Bridging the boardroomand the
factory floor.
Transforma brings global experience and factory-floor understanding to your business, adapting proven approaches to your priorities, resources and scale.
Rogerio Pacheco
Rogerio is an operations and supply-chain leader with more than 30 years of experience across Unilever, Danone, Mondelez International and Barry Callebaut. His career connects strategy with the factory floor through operating-system and organisation design, leadership and talent development, and Lean and TPM ways of working. Cultural shifts enable business strategy, empowering teams to deliver best-in-class performance.
When you work with Transforma, you work directly with Rogerio. He leads the initial conversation and remains involved in diagnosis, strategy and steering - partnering with you and your team to establish the capability to sustain improvements.
Clemens WoehrleChief Customer Supply and Development OfficerBARRY CALLEBAUTIt was my true honor to work closely with Rogerio for three years at Barry Callebaut. Under his visionary leadership, we developed and successfully implemented a holistic operating system for the company. Starting from a low level of maturity, we consistently transformed our end-to-end supply chain processes and organization for the better. Rogerio was the driving force behind this success across all levels and geographies of our global organization.
His character, collaborative approach, and extensive experience with innovative blue-chip companies make him the perfect role model of a servant leader—someone who builds immediate credibility, champions change, and drives tangible results.
Rodrigo CerejeiraEurope & Africa Supply Chain ExcellenceBARRY CALLEBAUTRogerio is a truly inspirational leader, with extensive C-level experience at some of the world's largest FMCG companies, where he has led high-impact business transformations. His technical expertise underpins much of that success, but the real foundation lies in his ability to engage and motivate teams at every level — inspiring them to keep learning and to consistently push beyond what they thought possible. I've had the privilege of experiencing this firsthand, and I've watched his impact repeat itself across more than one organization.
Proof in Practice.
Service RecoveryLean-Led InterventionRapid Operational Turnaround
View case study
After joining Danone Medical Division Supply Chain in the UK, Rogerio applied Lean principles to identify plant capability gaps and bottlenecks and drive a rapid performance turnaround. The intervention delivered a double-digit percentage-point improvement in customer service levels within three months, demonstrating the speed of customer-facing impact through focused operational intervention.
TPM and Lean Six Sigma IntegrationCapability BuildingPilot-Site Deployment
View case study
As VP of Global Supply Chain Excellence, Rogerio designed and led Mondelez’s organisation-wide Integrated Lean Six Sigma programme. He recruited over 40 continuous-improvement professionals to launch 13 pilot sites worldwide, bringing teams together through one company programme.
Results across the programme included zero accidents and food-safety and quality incidents, more than 60% of lines operating at OEE above 85%, and manufacturing employee-engagement scores exceeding those of other company functions.
At more mature plants, greater reliability and flexibility enabled best-in-class service levels while reducing finished-goods inventory, demonstrating that customer service and working capital could improve together. As the wider transformation developed, sites received recognition from JIPM and the World Economic Forum.
Company Operating-System DesignLeadership and Capability DevelopmentGlobal Rollout across Business-Critical Pilots
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Rogerio designed and launched the Barry Callebaut Operating System, a structured approach to operational excellence that delivered early wins with direct business impact. Working in partnership with supply-chain functional leaders, the organisation achieved zero lost-time accidents, a step change in food-safety performance and the de-bottlenecking of multiple plants across the network. The programme combined Lean operating principles with a servant-leadership mindset, strengthening core team capability and lifting engagement across the organisation.
As part of the Next Level Programme, Rogerio designed and facilitated a series of global savings workshops on conversion-cost drivers and material yield, delivering double-digit productivity improvement over two years. In pilot areas at key sites, output rose by more than 20% on a sustained basis.
2026 Bronze AwardPlant Managers AcademyHR Leadership Development
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At Barry Callebaut, Rogerio led the team responsible for leadership development within the Plant Manager Academy and HR Upskilling programme. He designed content and delivered three global HR training sessions covering cultural change, while the year-long academy brought together plant and HR leaders across the manufacturing network. The programme received a 2026 Brandon Hall Bronze Award for Best Leadership Development Program.
TPM Excellence & Consistency AwardsUnilever and Mondelez20+ Recognised Plants Worldwide
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Rogerio designed and led Mondelez’s global Integrated Lean Six Sigma programme, combining Lean Six Sigma, TPM and high-performance organisation principles across 13 pilot sites. Seven plants across Brazil, India, China, Mexico and Peru subsequently received JIPM recognition for sustained TPM capability.
At Unilever, more than 13 plants under Rogerio’s responsibility across Europe and Latin America also received JIPM awards. Across the two companies, the recognised plants span Latin and Central America, Asia, the Middle East and Europe.
Global Lighthouse Network3 Recognised SitesDigital Transformation
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Rogerio’s work at Mondelez included designing and leading its global operational-excellence programme, leveraged by digital solutions. As the wider transformation developed, Sri City, Suzhou and Beijing joined the World Economic Forum’s Global Lighthouse Network after scaling digitalisation, analytics, AI and automation to deliver measurable gains in productivity, service, cost and sustainability.
Straight answers to sensible questions.
Do I need a defined brief or to know which way to begin?
No. The symptoms may be clearer than their causes. An initial conversation can help establish a course of action that fits your specific situation.
Is this useful if we already have an operational-excellence programme?
Yes. Transforma builds on what is already working and looks for the operating, leadership or capability gaps preventing the programme from delivering its intended value.
Is Transforma suitable for smaller businesses?
Yes. The approach is adapted to your business, its resources and the challenge you want to address. Work can focus on a specific operational problem, one part of the business or a wider transformation.
Will I speak directly with Rogerio?
Yes. Rogerio leads the initial conversation and remains directly involved in diagnosis, strategy and steering if the work proceeds.
Do all our senior stakeholders need to be aligned before we speak?
No. An initial conversation can happen while the situation is still being understood. If work proceeds, active senior sponsorship and visible ownership will be important to delivering business impact and making change last.
Can we talk without sharing sensitive operational information?
Yes. The first conversation can remain at the level of symptoms, context and ambition. Detailed operational information is not needed to explore whether there may be a fit.
Does the conversation commit us to anything?
No. It is simply a chance to understand the challenge, compare perspectives and decide whether Transforma is the right fit. There is no obligation to proceed.
Start with a free, confidential conversation.
Pursue excellence
Opens the booking page on cal.com.
Prefer email? pacheco@transforma-ops.com