South African Pharma | 9,300 people | 46 countries | Sales of EUR 2.5 billion (2024)Team management of 40 people, 6 direct reports and reporting to the CEO.Led all aspects of finance, including Accounting, FP&A, Tax, Treasury, and Billing, as well as IT and Internal Controls.- Reshaped and strengthened the finance team to drive the company’s growth, fostering faster decision-making while balancing engagement with accountability.- Implemented a more robust and mature corporate governance framework, promoting greater transparency and adopting best practices in business management and decision-making processes.- Negotiated an extension of tax benefits, achieving over EUR 50MM in tax savings (VAT).- Obtained clean audit reports as result of financial statements' package (group-level) and processes audits.- Prepared and executed the company’s first statutory audit, aligning processes with IFRS rules and best practices.- Implemented transfer pricing in accordance with OECD Pillar 1 and laid the groundwork for Pillar 2 compliance in 2025.- Established strong foundations to optimize processes for Brazil’s tax reform.- Conducted a comprehensive review of deferred tax assets.- Delivered a financial turnaround, moving from cumulative losses to cumulative profits.- Elevated the region to the group’s most profitable single-country operation, earning recognition and a spotlight within the organization;- Successfully implemented SAP S/4HANA ERP and Guepardo Tax, creating a robust foundation for data management and financial intelligence.Acting CFO | Nov23 to Feb24

Sr Finance Manager - Team management of 8 people and support to CFO (Company Representative - POA) Since Mar’23, I have also accumulated (IC) Internal Controls Manager function.|Finance|Responsible for Working Capital, Treasury, Risks, AR, AP and Valuation (DCF).Organized and redesigned finance area, which encompassed actions as: I) Hedging Policy implementation; II) strengthening and repositioning of bank relationship; III) strong cost reductions (ZBB); IV) Adequacy to IFRS 9 and 16 standards; V) ST and LT Cash Flow Implementation; VI) Brazilian Central Bank reports internalization; VII) Adequacy to Insurance Global Program; VIII) AP and AR; IX) surety implementation; X) clear alignment on procedures and corporate governance, with Group. These actions resulted in processes and resources optimization, highlighting:- Tireless support to CFO in optimizing and improving performance of the area (Treasury, FP&A, Accounting and Taxes), acting as his right-hand man (deputy CFO on succession plan). - Implacable WC management, maximizing company’s value for the shareholders.- Trademark acquisition with local cash, provided by strong focus in liquidity and WC management.- Remodeling of valuation models, providing more consistency and speed on trademarks buy / sell analysis.- Implementation of Oracle | PBCS (Financial Statements Consolidation and Budgeting system), aiming in facilitating and fastening company’s decision process.|Internal Controls|Redesigned IC area, with actions such as: I) more efficiency in managing internal and external audits; II) reassessment of procedures, reinforcing the focus on governance and best practices; III) further rigor on risk management, with better alignment with headquarters’ requirements; IV) faster in investigating compliance incidents; V) continuous improvement of processes, increasing operational efficiency and strengthening governance.

Danish Oil Operator, part of AP Moller Maersk Conglomerate, founded in 1962 and with presence in 5 continents. Maersk Group revenues of US$ 82 billions. Main Assets: Wahoo and Itaipu discoveries, Polvo field (production). Team management of 5 people and support to Finance Director.|Treasury|Created and structured the Treasury, which encompassed actions as: I) SAP implementation (FI module); II) hedging strategies ; III) investments; IV) cash flow planning (Short and long term); V) bank guarantees and surety (credit lines without corporate guarantees – clean line); VI) insurance (reductions of 35% on insurance company’s fronting fee): VII) funding: (VIII) international bank relationship (BRA, USA and UK); IX) Accounts Payable and Receivables; X) clear alignment on procedures and corporate governance, with Conglomerate’s Treasury. These actions resulted in processes and resources optimization, highlighting:- Hedging of local cash to dollars, in amount of BRL 500 million, allocated in Brazil, from US$ rate of 1.60 to US$ rate of 4.00, which resulted in a profit of BRL 32 million.- Design of investments policy, with the agreement of corporate treasury, for buying Risk Free Deposits in Brazil, as the region is excluded from Global Cash Pooling. From 2011, gains came to BRL 40 million.|Business Performance|Led the company’s business performance and strategic process together with local board of executives, which defined the focus in having more accurate forecasts, assumptions and transparent data, which provided total comfort to local CEO, in his presentations to headquarter board of executives. |Procurement|Assured a better control and planning (contracts renewal and new demands), right strategy in approaching vendors and significant savings in negotiations (+10% in 2015), putting forward the development of Centralized Procurement, with transparent decision process.

British company in subsea engineering, construction and services that serves offshore energy industry. Subsea7’s revenue for 2015 was US$ 5 billion and respective fleet has 40 vessels around the world.Main clients in Brazil: Petrobras, Shell and Statoil.Head of Treasury (Mar./2011 to Nov./2011) – Team management of 8 people, after the merger between Acergy and Subsea7, with support to Senior Controller.Senior Financial Analyst (Dec./2008 to Mar./2011)- Analyzed and integrated practices after merger between Acergy and Subsea7, implementing hedging strategy, investments in Risk Free Deposits, bank guarantees, insurance, funding, international bank relationship (BRA, UK and USA) and clear alignment with headquarters in Aberdeen and London, United Kingdom. These result of these actions provided standardization in processes and resources optimizations.- Restructured the cash flow planning process, during Subprime crisis, which contributed with US$ 500 million to corporate, providing safe management of cash, avoiding external funding needs.

- Conducted the team and teambuilding, assuring with business knowledge a better project management (multidisciplinary teams) and areas, which provided an improvement on information quality and a focus on cash optimization.- Led a day rate vessel pricing in a total of US$ 150 million (by discounted cash flow methodology - Valuation), which kept project margin and revenue, replacing a lump sum scope. - Managed a lump sum project financial planning (Accounting, Tax, Treasury, Budget) in a size of US$ 300 million, with multidisciplinary team of 20 people and with direct exposure to local board of executives, optimizing profit margin and good levels of controls and financial analysis.- Engaged the project team that priced 28 contractual variation orders, sold to the client, in the amount of US$ 50 million (+10% of project revenue).

American Company of equipment for Oil and Gas industry, with solutions in gas compression, treatment and water processing. Exterran’s revenue for 2015 was US$ 2 billion and employs about 7,000 people around the world.Financial Planning Management / Cost Controller - FP&A (Apr./2005 to Jan./2008) – support to Senior Controller.Senior Financial Analyst - Treasury (Nov./2002 to Apr./2005)- Created and implemented Financial Planning and Analysis area (FP&A), with the alignment of corporate in Houston, spreading the budget control culture, around Brazil, and promoting the increasing of responsibility on management’s forecasts. This job was a fundamental tool for improving company strategic decision’s process. - Engaged the area heads for treating the matter of protests, implementing the following actions: I) workshops for operational professionals; II) management mobilization for keeping the documents workflow; III) sending payment slips to headquarter in RJ. These actions resulted on improvement in the levels of control.- Standardized the average payment term for 28 days, based on corporate policy and engagement of territory management. This activity allowed the balance between payments and receipts, avoiding mismatching on cash flow.