Carlos Claro Email & Phone Number

São Paulo, Brazil

Sao Paulo

Gourmet Food Company supplying truffle products to food producers, retailers and catering industryPartner• Created the business model and strategy.• Defined product line, strategic positioning, supply chain, marketing strategy• Developed strategic suppliers, created distribution channels, sales force, etc.• Within 4 months of operation, surpassed breakeven point and achieve brand awareness (digital media hits, articles, etc) planned for the end of the year.

São Paulo, Brazil

São Paulo Area, Brazil

Iconic restaurant located at Rua Oscar Freire 30. Currently considered one of the top ten Italian Restaurants in Sao PauloChef Salvatore Loi runs the kitchen and creates unique recipes

Rio De Janeiro Area, Brazil

As Vice President & Managing Director, Carlos was responsible for the full Profit and Loss and Balance Sheet, reporting directly to the CEO.Sustained market leadership in the region, while increasing contribution margin in the stell industry; grew market share in the metalworking business and review value proposition, exiting low value applications and focusing on high end projects.Reduced operational costs and improved productivity introducing best practices, defining targets and metricsChanged people management culture reinforcing appraisal tools based on measurable objectives, training programs, career management system..

Atlanta

As Business Director, was responsible for the full Profit & Loss and Balance Sheet of Powder Coatings Business for America, including plants in United States and Brazil and sales in all major countries in the region.Led the business through 2008/2009 crises, being the only profitable region in the world, through proactive cost management and redefinition of business rules, focusing on core applications and partners and using information and processes to free up working capital and eliminate non value added activities. Redesigned organization and processes to optimize resources utilization and strengthen leadership position in Americas, reducing operational costs in 12%, maintaining service level.Improved new products introduction, by focusing commercial and technical efforts on key players through a value chart tool to define the most valuable opportunities.Reduced Off spec rate from 1.8% to 1.1% through first time right program and six sigma tools.

Sao Paulo

As Commercial Director of Coating Resins for Latin America reporting to Americas Vice President, was responsible for the full Profit & Loss Coatings Business for Latin America, defining and implementing business plans, positioning products, distribution channels and logistics.Latin America was the only region in the world having one director responsible for 3 business units (Liquid, powder and UV coatings).As the dynamics were very different from purely commodities to highly specialized applications, Carlos had to develop and implement different approaches and strategies for each segment, preparing the organization and the team to successfully manage each of them, delivering more than 12% average growth and improving EBTIDA from 7 to 13%.As Country Manager, led the merge of Cytec and UCB organizations after the acquisition, being recognized as the first region to fully integrate teams and create a common culture.In parallel, implemented a new ERP and introduced all SOX recommendations.

Sao Paulo

As Vice President and Managing Director was responsible for Latin America Profit & Loss and Balance Sheet reporting directly to the Vice President-Americas. Grew the business from US$18 to US$60 million in 5 years, through market share growth, technology conversion, acquisitions and new business introduction.Implemented tools and infrastructure enabling the organization to grow from 12 to 83 people without any business disruption.Integrated Solutia operation into UCB, implementing a common ERP, human resources policies and reducing off spec rate from 6 to 2.6% through six sigma tools and employee engagement.

Campinas Area, Brazil

As Managing Director for South America, reported directly into Global Specialty Division Vice President.Developed and implemented a new culture based empowerment and delegation by developing employees skills, designing a changing culture 2 year program and implement aggressive reward and recognition by accomplishment plan, turn the Region from break even to a more profitable in the group with return on net assets above 20%.In light of results improvement and long term strategic plan creates was assigned member of Foundry Global Board Strategic counsel.Increased investments in the region, buying back Valvoline® commercialization rights and creating Valvoline® division in Brazil, introduced High performance adhesive division and led the acquisition of Ara-Ashland, creating a new US$10million company.Developed a plan to eliminate environmental liabilities, negotiating a long term solution with Sao Paulo environmental agency, eliminating a US$2million dollar liability and the risk of shutting down the business.Implemented a new ERP, providing accurate and real-time information, enabling a fast and fact based decision process, reducing operation costs in 7%Designed a strategic plan for the business, repositioning products, exiting non profitable markets and focusing on differentiation and value generation.

 Defined different strategies for the B2B unit and the retail division Turned a 6% EBIT loss into a 12% positive return on net assets through a complete reorganization of the business. Implemented a culture change program involving training management team, defining and evaluating people by objectives and performance, enhanced communication and planning. By implementing a new ERP and best practices, refocused the business; exiting 2 non profit business lines, repositioning some products, redefining channels to market. Introduced MRP, reducing inventory, increasing first time right and cash flow management..

 Structured Nylon Intermediates business in the region, positioning products that were considered byproducts in Nylon production into new higher value applications. Grew business from US$200K to US$2.2 million in 1 year Developed a supply chain process, including distributors, warehousing, etc Implemented a Sales Plan for Fluorochemicals, defining business rules (minimum sales quantities, rebates agreements, lease contracts with minimum volume, etc) leading to a margin increase of 12%. Represented the industry in the Fluorochemicals Phase out program with Brazilian government. Redefined sales rep responsibilities to create customer intimacy and better understanding of the value chain.

Mba, Internation Executive Program

Chemical Engineering, Chemical Engineering

Education record

Education record