Alberto Agostini has over 20 years of experience as Director of Operations for six manufacturing companies across four countries. He has a proven track record of improving processes, streamlining operations, increasing revenue, and promoting teamwork. As Special Projects and Continuous Improvement Director for Tenaris, he achieved $70 million in savings through continuous improvement teams.

1. ALBERTO AGOSTINI
10 Dara Beth Court, The Woodlands, TX 77381 ♦ C: (832) 266 7198 ♦ agostinialberto1958@gmail.com
Highly effective, passionate and results-focused natural born leader with more than 20 years of
experience as Director of Operations of six important manufacturing companies in four different
countries. With proven success in improving processes, streamlining operations and increasing
revenue by developing and leading diverse teams to achieve outstanding results while promoting
teamwork in an energetic work environment.
Natural leader
Self-motivated
Results-oriented
Cost reduction strategies
Safety plans implementation
Unsurpassed work ethic
Customer service-oriented
Budgeting and forecasting
Process improvement
Special Projects and Continuous Improvement Director, 07/2014 to Current
TENARIS – Houston, TX
Worked directly with Operations, Quality, Maintenance, Safety and Planning Directors in nine
Countries, to define the initiatives to be attacked with Continuous Improvement Teams.
Achieved 70 million dollar savings in 2.5 years, by launching and closing more than 1,000
continuous improvement teams worldwide
Deployed a Cost Assessment methodology to determine Non Value Added activities in 4
Plants Worldwide detecting saving opportunities for more than 200 million dollars
Implemented MRO intercompany sales strategies which resulted in reduction of expenses of
about 40%
Created and implemented training material for continuous improvement team members in 5
different languages, in order to guarantee homogeneity across the organization
Director of Operations, 02/2009 to 06/2014
TENARIS – Houston, TX
Responsible for all the Tenaris USA Operations in 7 Plants located in 5 states, with a team of
137 Engineers and white collar, and more than 1,500 Blue collar employees.
Deployed the Tenaris Culture implementing periodical Town Hall meetings and walking the
Plants floor on a frequent basis. This helped to drastically improve Safety performance, working
conditions and employees morale which had a direct impact on reducing absenteeism and
turnover.
Implemented two very important Safety Programs: Safe Hour and Safe Start. Personally trained
the Inspectors in how to perform the Positive approach during the Safe Hour in order to
promote risk awareness and floor shop employees commitment in Safety.
Lead an extraordinary hiring process of more than 700 blue collar employees after 2009 crisis,
participating in new hire employees assessments, training and onboarding.
Worked directly with Human Resources Department to develop a Succession Plan for all the
PROFESSIONAL SUMMARY
SKILLS
WORK HISTORY

2. key positions.
Improved all the relevant Industrial KPI: Injury Frequency Rate decreased 75%, Efficiency
increased 25%, Total Rejection reduced 33%
Director of Operations, 07/2005 to 01/2009
TERNIUM – Monterrey, Mexico
Executed the Operative takeover of the former Hylsa Company during 2005 and later (during
2007) also the takeover of the former IMSA Company. Both companies had together more than
3,000 blue collar employees and a production capacity of more than 2.5 millions tons of steel
with 11 Plants in different states across Mexico.
Implemented the Ternium Culture by routine meetings, walking the Plants floor and talking
continuously with employees of every level.
Responsible for Operations, Maintenance and Safety. Successfully improving Safety records by
more than 20%, increasing production capacity around 15% by reducing the stoppages and
improving Plant programming, deploying a Preventative Maintenance system which reduced
Maintenance stoppages more than 35%,
Director of Operations, 03/2000 to 06/2005
Sidor – Guayana, Venezuela
Responsible for Operations and Maintenance of a Plant with a production capacity of 6
millions tons/year of steel, with almost 5,000 employees and 3,000 contractors.
Established operational strategy and work plans that lead to substantial improvement in the
most important Industrial KPI: Injury Frequency rate reduced 60%, Labor Productivity
increased 30%, Energy Consumption reduced 17%, Efficiency increased 19%, Total Rejection
Rate reduced 45%, Variable Cost reduced 18%
Designed and deployed a set of training modules for all the Industrial white collar population,
which noticeable improved employee commitment, working environment and people sense of
ownership, positively impacting the Industrial results
Master of Science: Management of Technology,
Massachusetts Institute of Technology - Boston, Massachusetts
Bachelor of Science: Mechanical Engineer,
Universidad Nacional de Mar del Plata - Mar del Plata, Argentina
Married, father of 3 boys (24, 22 and 18 years old) and one girl (12 years old).
Born in Argentina, naturalized USA citizen since 2015.
Fluent in Spanish, English, Italian and Portuguese.
Active athlete, have run 26 Marathons, 1 Ironman and 4 Half Ironman in the last 10 years.
EDUCATION
ADDITIONAL INFORMATION