César Silva Email & Phone Number

São Paulo, Sp, Br

São Paulo, Brasil

In my current position as Head of Commercial Finance & Strategy at Diageo, reporting directly to the CFO Brazil, I lead a team of 15 professionals. Together, we work to provide strategic financial support to the Sales and Marketing areas, as well as manage Diageo's priority strategies.Route to Consumer is always on the agenda in our discussions to ensure that the customer always finds our brands at the best price and with the best execution. To achieve brilliant execution, we meticulously analyze trade investments to provide the best customer experience and maximize profitability, always in collaboration with the Revenue Growth Management (RGM) team, which supports us by structuring the pricing policy, focusing on delivering the best price & mix by optimizing the consumer price at the product, region, and customer levels.Keeping an eye on information synergy, the Sales & Operations Planning (S&OP) process is part of the team's daily routine to ensure that all areas of the company are aligned with short, medium, and long-term strategies.Detailed P&L analysis by customer, product, and region is conducted to ensure the best recommendations, in addition to developing annual and long-term projections, always with a keen eye on market needs and opportunities.In brand portfolio management, the focus is on ensuring the best direction of investments at the product level, with special care in innovations to maintain market competitiveness.I had the privilege of leading, from a finance perspective, a regional project aimed at transforming the luxury beverage business in Latin America, creating a centralized model with a route to market that aims to delight the customer experience.

São Paulo, Brasil

I served as the Head of Supply Finance at Diageo, reporting directly to the CFO Brazil. Together with a dedicated team of 25 professionals, we worked to support the Supply area, which encompasses the entire beverage importation process, factory and copacker operations, as well as product storage and transportation. Our team is committed to maintaining strict control and making forecasts with the origin factories, monitoring production and importation costs. Collectively, we managed storage costs across four local units and supervised approximately 20 carriers, ensuring efficiency and resource optimization. Additionally, we were responsible for the financial management of the Ypioca brands, including factory costs, accounting, Capex control, and support for the tax and sales teams. Our focus is strongly oriented towards productivity, both locally and globally. Among the significant projects our team led was the creation of a new Business Unit (BU) for one of our brands, as well as providing crucial support for the completion of a new Ypioca factory. These projects not only boosted operational efficiency but also strengthened Diageo's market position.

São Paulo, Brasil

I served as the Head of Supply Finance at Reckitt Benckiser, reporting directly to the CFO Brazil. Together with a dedicated team of 10 professionals, we worked to support the Supply area, which encompassed all factory, storage, and transportation costs. Our team was committed to conducting rigorous analyses and controls via industrial P&L, monitoring BOM variations, losses, raw material costs, as well as managing raw material and finished product inventory. We implemented a productivity program aimed at ensuring the best possible use of resources and preventing losses. Our activities were regularly assisted by the global team through audits and monthly reports to the supply entity, ensuring process compliance and efficiency. In the Storage and Freight area, our focus was entirely on productivity, with contract management with suppliers aimed at ensuring the best service at the lowest cost. This collaborative and detailed work allowed our team to maintain high standards of efficiency and control, significantly contributing to Reckitt objectives.

São Paulo, São Paulo

Embracing a pivotal career challenge, our team of 15 professionals managed three critical warehouse operations , blending financial insight with operational excellence. Together, we fostered a positive work environment. We developed transparent cost controls, enabling everyone to understand and manage KPIs and costs effectively. By diving deep into our operations, we identified efficiencies and eliminated waste, implementing new technologies to enhance productivity. Our synergy with warehouses and 3PLs was crucial, especially during the COVID-19 pandemic, where we set a record of cases dispatched. Our collaborative efforts resulted in significant financial benefits, saving approximately R$4M compared to 2019 through various projects, including footprint review, labor flexibility, and facilities downsizing. We also improved our phasing dispatch process, reducing extra costs by R$2.5M and a collaborative project with transport team to change the palletizaton to double stack it worth around R$10M. In 2021, a new bidding process after seven years with DHL saved an additional R$3M. This journey was marked by teamwork, innovation, and a commitment to continuous improvement, setting new standards for logistics management.

São Paulo E Região, Brasil

São Paulo, São Paulo

São Paulo, São Paulo

São Paulo

São Paulo E Região, Brasil

São Paulo E Região, Brasil

Barueri, Brasil

São Paulo

São Paulo

Certificate In Finance, Finanças

Post Graduation focused on Corporate finance such as analyzes of full P&L and Valuation.

Accounting, Finanças