CFO role at Freudenberg-NOK performed ALONG WITH the Regional Representative function at Freudenberg GroupActed as the connection point between global corporate and local business units, on behalf of the Group in South America, reporting to the Board. Facilitated alignment among local CEOs and CFOs with respect to global corporate decisions, best practices and lessons learned. Participated in the Global Executive Team, representing the region on global committees of Compliance Management, Corporate Social Responsibility, and regional Crisis Management.Managed transversally, on behalf of Corporate Insurance, the selection and execution of the single source strategy for the local insurance broker, generating significant annual savings. Besides, I cultivated networking and collaboration among the local companies of the Group, and designed a regional quarterly outlook summarizing the local companies results and activities, plus an economic overview and forecast per Country. I also established an intercompany mutual loan agreement as the first funding source option, reducing the annual interest rate by 3 pp.

Managed P&L, Balance Sheet, rolling Forecast, Compliance, Auditing, Investment Analysis, Treasury and Budget. Co-piloting the company by driving the Key Performance Indicators to measure the economic and financial performance of Freudenberg-NOK (1 out of 7 Group companies). Headed a team of 16 associates that functioned as business partners to other areas and had full responsibility over all topics and aspects related to finance, controlling, risk management, accounting (IFRS), tax, legal, and IT. Reporting to Regional CEO and Global CFO.Enabled and headed top performance teams that achieved or exceeded 100% of their goals. I also directed the working capital reduction from 35% to 29% of sales, together with SCM area, by offering Risco Sacado (banking line for suppliers), lowering safety stock, and setting Customer credit limit. Besides, co-managed turnaround projects, focusing on financial results and operations improvement that increased profitability by 10 pp. Additionally, I managed multifunctional team that established the profitability mapping method by customer and product employed for pricing negotiation. On top of that, I Oversaw multifunctional team that migrated the ERP system version on time and on budget. I also co-piloted restructuring process (Copenhagen), overseeing the work stream responsible for the budget tracking, IT infrastructure of the new office, new business model financials, and the communication and legal aspects of the change in business model. Furthermore, I facilitated process improvements by empowering member of the team to adopt lean admin tools, achieving a 40% decrease in processing time of imported products invoices and bank payments that avoided headcount increase. Finally, I improved month-end accounting (IFRS) closing process time from 5 to 3 days by automating manual processes and adopting weekly reconciliations and closing.

International assignment in the corporate headquarters of Freudenberg-NOK in the US. Executed projects considered unusual or extraordinary in the Americas, therefore called special. Reported to the VP of Finance Americas and performed this role acting in matrix and/or transversal management.I co-managed restructuring project (EXCEL) involving corporate functions in the US, resulting in rightsizing and spending optimization that dropped SG&A by 2 pp. Additonally, I supervised the implementation of fixed assets counting process using barcode tags over 50 plants in the US, meeting an auditing requirement and bringing transparency per plant. I also formulated the impairment test of assets calculation in line with IAS 36 and took part in the revision process of the IFRS manual of the company. Besides, I conducted a multifunctional team that automated and standardized the risk management process that delivered 100% on time reporting. Furthermore, participated in M&A due diligence and collaborated in internal and external auditing processes.

Directed budget, monthly rolling forecast, investment study, costs, profitability analysis, internal controls, compliance, P&L and reporting of manufacturing and trading divisions, with a staff of 4 associates. Reported to General Country Manager and American Division ControllerDesigned the process of unification between investment analysis and Customer quote, leading to a 50% faster response to Customer for locally manufactured items. Furthermore, I piloted the process of standardizing the key performance indicators (KPI), linking them to budget and personal bonus, which resulted in more adherence to budget and high bonus payout. Besides, I managed multifunctional team that worked on the elimination of negative margins of imported products, improving the profitability by R$ 1 Million/year by renegotiating intercompany prices.

Oversaw P&L, costs, profitability analysis, internal controls and tracking of performance indicators for the manufacturing division. Reprted to the General Country Manager.Selected Achievements:• Guided the process of lowering the material variance from 2% to 1% of sales, by tracking scrap and material waste per item and type, followed by a root-cause and action plan.• Built a weekly estimate process of the P&L to react timely to meet the monthly forecast.• Succeeded in revising the Harmonized System # (aka NCM) that reduced import tax rate from 16% to 2%.

Managed controlling department that peformed the functions of costs, accounting, tax, accounts receivable and accounts payable.