M&A advisory boutique, Valuation, Fundraising, and strategy services for companies and entrepreneurs. Our goal is to provide clarity and insight to our clients, enabling them to make the best decisions that add value to their businesses.Main Services:• Valuation:- Assessment of companies or businesses to determine their individual or transactional value• Mergers and Acquisitions- Advisory services for companies and/or individuals looking to buy or sell businesses- Buy-side, Sell-side, Mergers, Joint Ventures- Divestitures• Strategic Advisory - Business Strategy - Valuation / Appraisal - Business Plan Development• Fundraising- Development of the Business Plan- Estimation of funds to be raised- Preparation of the Pitch Book- Selection of Investors- Preparation and Management of the Due Diligence Process- Negotiation of Legal Documentation and Transaction Closure

Report: CFO of Latin America and VP of M&A, AmericasSão Paulo, Brazil and various Latin American countriesM&A & Strategy (as Director of M&A for Latin America)Team and Collaboration: I worked collaboratively with two key peers: the Director of Legal and Compliance and the Tax Director for Latin America. Additionally, I maintained a close relationship with the CEOs of Brazil and Hispanic Latin America, who were my main stakeholders.Main Responsibilities:- I led the mergers and acquisitions (M&A) strategy across Latin America.- I managed integral M&A processes, including initial contact with potential targets, assessment of opportunities, conducting due diligence, preparing presentations for the board, and concluding transactions.Success Case - Acquisition of Control ID by ASSA ABLOY (USD 200 M):- Context: I was responsible for the integral management of the acquisition process of Control ID, a landmark operation and ASSA ABLOY's largest acquisition in Brazil.- Performed Activities: I led all phases of the process, from developing the non-binding offer, feasibility assessment, due diligence management, to support in final negotiations.- Results: The transaction was completed in an exceptionally rapid timeframe of just four months, significantly transforming ASSA ABLOY's business in Brazil.

Operational Efficiency Improvement Project at Europastry Paterna- Training in Lean Manufacturing techniques covering 6S, SMED, Time Management and Short Interval Management- Monitoring of 3 shift leaders and 12 production line managers to improve efficiency and value added tasks- Task analysis of all supporting functions by mapping their main actions, objectives, meetings and KPIs and improving efficiency and effectivness by eliminating double tasks, meetings and innapropriate KPIs for the relevant area (eg. maintenance, continuous improvement, R&D, production management)

Report: VP of M&A for the Business Group and VP of Corporate Development/M&A at HeadquartersSão Paulo, Brazil and Santiago, Chile, ChileTeam:I worked directly with the VP of M&A for the Flexible Packaging Business Group and colleagues from the central Corporate Development department. I had no direct reports but managed interdepartmental processes.Stakeholder Relationships:– Maintained a strong relationship with the CEO of Amcor Flexibles Americas, Tom Cochran, and key VPs in areas such as Finance, Manufacturing, and Procurement.– Strengthened relationships by acting as a PMO during the integration of the Alusa group, a USD 435 million acquisition, managing task execution across various functional areas.Main Activities:– Responsible for identifying acquisition opportunities and managing the entire process within the Business Group, including preparing materials for the board, financial evaluation, and synergy estimation.– Experienced in reviewing legal documentation and managing post-acquisition integration.Success Case: Acquisition of Grupo Alusa (USD 435 M)Period: December 2015 to June 2016.Details: Involved from the initial conversations to managing the process of financial evaluation, synergy estimation, and preparation for integration.Results: Acquisition completed in 6 months for USD 435 million. Acted as PMO in the integration, closely monitoring operations at the 4 acquired plants in Chile, Argentina, Colombia, and Peru.Impact: Significantly contributed to the expansion and strengthening of the company's presence in Latin America, gaining in-depth knowledge in all critical functional areas of the business as PMO of integration.

PMO for the integration of the Alusa Group (US$ 435m acquisition) consisting of four plants in Santiago de Chile, Lima, Cali and San Luis, into Amcor. Some of the main tasks were:- Pre-Day 1 preparation- Day 1 Activities- Managing of tasks of different areas assessing priorities and status (e.g Commercial, Manufacturing, IT, etc)- Monitoring of Synergies capture and also Costs to Achieve- Involvement in Culture assessment and identification of key culture issues- Preparation for first 100 days review of integration- Monitoring of key 200 days tasks and priorities and assessment of progress

PMO for the Operational Improvement\Turnaround of AF Santiago Norte site. This role was carried out in combination of my responsibilities as Latin America Business Development\M&A and Alusa Group Integration: Some of the main tasks were:- Assessment of Key Performance Issues affecting plant – Sales, Operations, Planning, Supply Chain and Cultural Issues- Preparation of Assessment Report for Plant and regional leadership teams- Development of Key Metrics and Dashboards to track project progress- Project Management of Key Tasks to be developed by each area, with key metrics, responsible and deadlines- Support and coaching to underperforming areas or people to foster skills development

M&A advisory to several companies (buy-side & sell-side):- Advisory to Vivo in the acquisition of Telemig and Tele Norte Celular (approx. R$ 3.0bn 2007/08)- Advisory to Providencia in the sale of its Provinil pipes & fittings division to Aliaxis (2008)- Appraisal report for Globex minority shareholders in the MTO made by Mandala (Pão de Açucar)- Advisory to Grupo Auto Sueco in the acquisition of Vocal, Ltda (aprox. R$ 113m - 2010)- Advisory to Suma-Serviços Urbanos e Meio Ambiente, S.A. in the acquisition of a 50% stake in Geovision, S.A. a company owned by Grupo Leão (aprox. R$ 100m);- Advisory to Portugal Telecom, in the sale of its 50% stake in Brasilcel, N.V to Telefonica, S.A (aprox. € 7,5bn - 2010);- Advisory to Portugal Telecom in the establishment of a strategic partnership with Oi (total investment of aprox. R$ 8,4bn - 2011)- Advisory to Bunge in the acquistion of Hypermarcas food division, R$ 180M - 2011)- Advisory to Portugal Telecom in its cross border merger with Oi S.A. (US$ 14.3bn)

Advisory work in the Corporate Finance & Advisory area, covering several sectors such as, Telecommunications, Consumer, Retail, Financial Institutions, Construction, Motorway Concessions and Cement. My responsibilities in M&A and Corporate Finance area included: valuation (DCF and DDM valuation models, trading and transaction comparables), LBO analysis, industry and company research, client presentations, information memorandums and data rooms organization/participation.