Desenvolvimento de Empreendimentos de vocação logística e industrial e em negócios de base imobiliária, caracterizados por investimentos na aquisição de áreas, desenvolvimento, construção do projeto e geração de renda por longo prazo.

Atuação na Gestão Estratégica do Portfólio de Projetos da Coca-Cola FEMSA dando a organização e a alta gerência a capacidade de obter um panorama geral do andamento do portfólio de projetos, com visibilidade e previsibilidade das principais disciplinas de controle, equilibrando a capacidade operacional em relação à demanda e otimizando os projetos e recursos do portfólio, para obter o valor esperado alinhado a estratégia empresarial da companhia.

Reporting directly to the Executive Director, leads a team of 60 people.In charge of management, with strategic responsibility for the areas of financial, business, information technology (planning, execution and monitoring), management of processes encompassing business areas and mentoring of project management methodologies, programs and portfolio. Construction of the corporate process of Portfolio and Project Management, leading both direct and outsourced teams, meeting goals in engineering projects in regards to costs, terms and quality.Constant interaction with internal leadership and external clients, with an active role in business attraction and contract operations, anticipating risks and assessing performance opportunities to the business, while overseeing project and planning cycle, including concept, strategic vision and respective implementation.Main achievements: Continuous and lasting growth over the past three years, with an average monthly EBITDA of 28%, expanding the role to other market segments (Manufacturing, Logistics and Real-estate Funds), increasing the portfolio of projects and construction, while diversifying clients.

Direct report to the Executive Director, leading a team of seven people in the areas of administrative & financial and development (IT).In charge of structuring and managing the company’s financial department, setting up routines and control of expenses and income, ensuring governance of information through strategic planning process. Preparation and review of monthly results through management reports, assessing outcomes by each business line, with monthly comparative analysis. Main achievements: Definition of indicators and management tools for the analysis of results and forecasting, ensuring a culture of results-oriented management and operational efficiency.

Reporting to the Executive and Administrative & Financial Directors as well as Engineering Technical Manager leading three people in administrative/financial area.In charge of preparing the consolidate budget (CAPEX and OPEX) of projects (17 high-standard developments under the Txai brand of resorts nationwide). Budget monitoring of projects, cost and contract management using SAP (PS, MM and FI modules), development of methodologies and solutions based in MS Office, performing side controls.Management of goals through performance and financial indicators (Cia, VP and Gps), developing and monitoring accounting maps. Development, implementation and management of the developments’ database, preparation of management reports to be presented to the Board and the CEO, supporting strategic decision making and business steering.Main achievements: Structured the new budget plan and implemented new methodologies and coltrolling routines in the areas of financial, billing and accounting of the Txai Resort Itacaré unit.

Reporting to the Executive and Operations directors, led a direct team of nine people in the areas of processes and requirements assessment, web design and coding.Monitoring of corporate project portfolio, including projects managed by teams; direct interfacing with end customer, while managing and monitoring all items of projects, budget, schedules, scope and resources ensuring the development in alignment with agreed project plan and business case. Management of threats and opportunities (mapped or not) during the project development cycle, suggesting and approving mitigating initiatives that reduced impact to minimum, and enabling the project to benefit from opportunities.Management of teams allocated in projects as well as indirect teams, providing training in methodologies and the market’s best practices, ensuring adherence to corporate governance and the company’s PMO guidelines; preparation of content, providing training to make sure the teams are qualified and ready to implement continuous improvement actions in their projects.Main achievements: Was invited to represent the company in an e-commerce event by Amcham, presenting a case around the third group buying website launched in Brazil, alongside executives of E-net, Mercado Livre, Groupon and Amcham.

Reporting to the Executive Director and the Administrative & Financial Manager, leading two people in administrative/financial area.In charge of accounts payable, accounting and bank reconciliations, design of costs, percentages and proration, preparation and analysis of monthly trial balance, financial and billing statistics, administrative support to different departments; responsibility for the computing department, performing purchases and contracting maintenance and repair services, implementing technological improvements aiming the optimization by each department.Assessment of taxes on revenues (PIS/COFINS/IRPJ/CSLL) and proration by each cost center.Arranging expenses and income according to each accounting plan and full integration of data and procedures with the accounting area.Main achievements: Implemented management control software, approval, training of the financial team in using the system, and integration with external accounting firm. Was responsible for preparing and presenting the financial statements to the management, supporting the decision making and the allocation of funds to financial investments.