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☛Atuação na área de custos industriais, reporting em conformidade com IRFS, sistematização de processos e facilidade de comunicação e exposição em qualquer nível hierárquico das organizações onde trabalhei, bem como entidades externas (sindicatos, órgãos governamentais, fornecedores, clientes). ☛Trabalhos e projetos de custeio Industrial e facilidade de enriquecer este processo; ☛Facilidade na apresentação dados (tradução do "economês" e "contabilês" para os decision makers) e de transitar por todos os níveis hierárquicos☛Gestão de crises (em fusões e aquisições / em ambientes de mudanças organizacionais)☛Estabelecimento de processos administrativos / financeiros / controladoria / tesouraria☛Gestão de projetos (ERP / outsorcing / novas plantas / obtenção de subsídios)☛Estruturação Planos de Negócios (payback e retorno de investimento (ROI))☛Gestão Financeira em novos desenvolvimentos (produtos & processos)☛Implementação de ferramentas de controle financeiro (orçamentação / KPIs / gestão de caixa)☛Adequação dos processos contábeis de forma a atender normas internacionais e compliance

Responsible for integration project of finance, billing and invoicing departments of the Brazilian companies WOLPAC Sistemas de Controle Ltda., ATA Service Comércio e Serviço Ltda. and WOLPAC Colombia SAS. (acquired by FAAC group on june 2019).Project scope consisted to process map, introduce monthly reports and restructure related areas as such accounting, treasury, A/P and A/R invoicing postings in line with group directives. Analysis and correction of B/S and P&L statements (inconsistences, risks and labor provisions adoption, adaptation to IFRS rules). Restructured organograms given well defined roles to leaders and balancing activities into staff members. Introduced systems for monthly closures, reports to headquarters (based on IFRS), year budget and forecasts reviews. Implemented cost accounting system for WIP (production costing methodology). Standardized finance data presentation for management team as well bridge reports to HQ. Follow up and main decision maker for processes to ERP SAP B1 introduction (module Finance). Introduced bad debts follow up system and weekly controls to reduce overdue delinquency. Structured initiatives into treasury area to allow better cash flow management.

I have reported to the group CFO, I have had the aims to lead the transition of the Brasilia’s company at the moment of the acquisition by the FAAC group and restructuring the financial area to attend the demanding and criteria of the FAAC Group (base IFRS). I have mapped, adapted, established and set processes and KPI’s in the accounting, treasury, payroll department and controlling (which there wasn´t in the company). The same adequacy and good practices were replicated in the company in São Paulo, which had been already part of the Group, needed more robust processes in the financial area. In the same year I was nominated responsible of the IT area, leading projects of adequacy of the physical structure of IT (purchase of new servers, adequacy of the server room, no-break, telephone system, internet connection, access control, electronic surveillance system). As well as the introduction of monitoring system, adequacy of ERP (industrial cost accounting online, authorization of purchasing order via ERP, management reports, improvement of the processes control of accounts payable and accounts receivable), review of the telephone contracts and procedures to data safety and policies for equipment use and the company data. I was also nominated a member of the consulting board of the companies in Brazil, I am responsible for presenting the financial data to the board councils, and substitute the General Managers of the two companies in their absence. I have also acted as the company representative at entity meetings like ABESE, IDESP, and in union negotiations.

Led a team and reported to the Shock Absorbers Division. Worked with the CFO division in the team restructuring and the information consolidation processes in the productive plants, receiving orders from Brazil (the Shock Absorbers business unit’s headquarters). Standardized and structured the division’s reporting area. Compiled the financial data of the various plants (Brazil, Poland, USA, Italy, China and India). Consolidated and standardized business planning processes, forecasts, and variation analysis (P&L and balance sheet). Set better practices for controlling routines (based on IAS/IFRS) and mitigating business risks.

Worked as Market Segment Controller at the Marine business unit’s headquarters. Reported to the CFO and the Vice President of the Commercial Craft business unit. Responsible for conducting cost and profitability analysis for family products, and financial data consolidation for the headquarters. Conducted the sales planning improvement project, achieving 100% of the Annual Sales Budget and reducing the 2010 inventory by € 2 M. Developed sales budget process improvement projects (with long-term vision and goals), focusing on the accuracy of the products to be produced (finished goods inventory optimization), their profitability, and expected turnover. This project was then implemented in all subsidiaries and sales offices worldwide. Led the industrial accounting project in Zhuhai, China (cost allocation based on IFRS) and the project to introduce ROI methodology for new investments at the Krimpen plant, in Holland.

Organized the Product & Application Engineering department for marine transmissions. Managed the quality, production and assembly lines. Led a team of 14 people. Led the implementation of the lean manufacturing system and one-piece-flow for the gear box assembly lines, reducing assembly time by 50%. Received international recognition, represented the Marine business unit at the World Awards for TQM (Total Quality Management) in 2003, in Friedrichshafen, Germany. Coordinated internationalization projects for the ZF W1900 / ZF W220 / ZF 220 PL products and exported a gears and shafts project to Italy, increasing the division’s sales exports by around 15%. Adapted the technical documentation of products, processes, and quality (procedures), leading to obtaining the ISO 9001 certification. Led the Quality department and reduced the No Quality costs by systematic problem solving, reducing 75% of the No Quality costs - the division’s best result in 2007 (<0,4%/Sales).

Worked as an intern in the product engineering departments before being hired as Product Designer. Carried out activities related to developing new products (clutch and clutch disc), maintenance and improvements of existing products (using PLM), and conducted prototype monitoring, durability tests, pre series, and SOP. Took part in projects that increased the design autonomy of tractor clutches in Brazil, establishing the engineering calculations and field tests processes, substantially reducing the product’s development time. Responsible for adjusting cast iron components prior to their manufacture by outsourced suppliers; this reduced global costs by 20%. Implemented the first 3D models in the company’s first Pro-Engineer CAD system. This design tool enabled greater project agility, from product conception to prototyping and mass production.