Bernardo Caixeta Email & Phone Number

Uberlândia, Mg, Br

Established the Financial Modelling specialty within Aplo Group, setting up the initial data structure and processes to support financial analysis.Created a comprehensive integration between client sales data and financial forecasting models, reviewing forecasting premises and updating inputs and results on a monthly basis.Focused primarily on Shopify-based entities, while developing custom reports for cohort retention and financial results for clients on other platforms.Successfully forecasted sales and financial results for over 30 companies.

Responsible for social media sales process and prospecting approach during the heightened e-commerce demand of the COVID-19 pandemic.Deployed sales lead strategies utilizing a large e-commerce database, creating customized audiences weekly updated that provided sales-qualified leads for effective prospecting.Review and implementation of CRM system within Aplo Group, serving as a reference for HubSpot deployment, maximizing CRM capabilities. Built automations, established automatic prospecting tools, and facilitated employee onboarding, along with sales funnel set up and management.

Uberlândia, Minas Gerais, Brazil

Provided consulting services to enhance operational efficiency in the agriculture sector, focusing on process mapping and review to support crop management.Key Process Mapping: Mapped critical processes to streamline operations and improve support for crop production, ensuring alignment with industry best practices.Purchasing Process Automation: Implemented a new purchasing process that automated all steps of the purchase request, evaluation, and approval, resulting in improved efficiency and reduced lead times.Field Consultant Application Deployment: Deployed a new application for field consultants to log visits and data collected during partner interactions, enhancing data accuracy and accessibility.CRM Sourcing: Sourced and integrated a new CRM system to manage the sales pipeline and client information, improving overall client relationship management and sales tracking.

Uberlândia, Minas Gerais, Brazil

Led operational and strategic initiatives to drive growth and educational outcomes, overseeing management, sales, and pedagogical development for the Uberlândia branch.Directed all aspects of branch operations, from team management to the implementation of pedagogical standards, ensuring alignment with organizational goals and educational quality.Developed and executed sales strategies focused on partnerships, prospecting, and closing new accounts, enhancing the branch’s market presence and growth potential.

São Paulo E Região, Brasil

Finance Export Controller for the Rest of Latam markets (excluding Brazil and Argentina), overseeing accounting and controlling processes for the Betim and Pernambuco plants and serving as the regional focal point for products sourced from EMEA and NAFTA. Developed processes in accounting, intercompany transactions, treasury, SG&A controlling, product launches, exports, and FX hedging.Contribution margin of approximately USD 100 million.

Belo Horizonte Area, Brazil

Brand Controller for Latin American markets, responsible for defining pricing and incentives policies for imported vehicles in support of Brand and Sales teams.

Belo Horizonte Area, Brazil

Acted as the focal point for Oracle Hyperion control, mapping budget processes and developing metrics to support software implementation. Managed financial consolidation across Latin America, reporting to the CFO Latam and Head of FP&A, and led the five-year strategic financial reporting plan for over 15 companies. Served as the Regional Lead for the Niagara Project, implementing the new global financial consolidation tool (Oracle Hyperion) for the merged Fiat Chrysler Automobiles entity, with responsibilities in accounting review, process design, and change management. Oversaw consolidation and reporting for the Latam Competency Center.

Belo Horizonte Area, Brazil

Mapped and deployed Internal Controls and Financial Reporting (ICFR) managerial controls for Brazil and Argentina, including annual testing of controls within the ICFR scope. Implemented a Balanced Scorecard (BSC) tool within the CAO organization, enhancing reporting and oversight.

Uberlândia Area, Brazil

Developed a financial education program for members, primarily targeting college students in their early years. Implemented a new pricing policy and strengthened the auditing process with a dedicated team. Directly led a board of six members (team of 60+) in team building, performance tracking, and hiring. Managed relationships with key stakeholders, including the college board, national organization board, and partners from NGOs and the private sector. Successfully led the branch to achieve its best operational results and handed over the office in a strong financial position.

Uberlândia

Portfolio of over 60 companies in the Services and Retail sectors. Ensured high service levels for associate members by leveraging AMCHAM’s network and events, achieving a portfolio retention rate of over 90%.

Master Of Business Administration (Mba), Finanças

Bachelor, Economics