Supervised accounting, taxes, treasury, collections, invoicing, financial planning, and internal auditing, leading a team of 29 people, with 5 direct subordinates.Results:• Centralization of the accounting department to a shared services center in Brazil,reducing the closing time by 30%.• Worked with EY to identify and obtain an income tax credit of $2.5 million for the fiscal year 2022.• Designed a $20 million diversification strategy in investments among funds, sovereign and corporate bonds to mitigate the risks of currency depreciation.

Supervision of P&L, budgeting, reporting, debts, and treasury operations to improve the financial performance of the São Miguel do Gostoso wind complex. Participant of the Board of Directors and the Financial Committee.Results:• Formulated cost-saving initiatives and expense reduction that generated savings of $150,000 and contributed to the company achieving its first profitable year since the beginning of operations in 2017.• Renegotiated agreements with the National Bank for Economic and Social Development (BNDES) to improve cash management, using $20 million that was deposited in restricted accounts (trust banks), improving financial revenues by 30%.

Led the operations and financial performance of 3 high-standard private schools (pH, Pitágoras, CELV) in the Southeast region of Brazil, with a team of over 400 people and 4 direct subordinates. Responsible for an annual budget of $35 million.Results:• Developed and implemented a crisis management plan, reducing $500,000 in expenses during the Covid-19 outbreak.• Created a profitability model to calculate margins per business unit, identifying key contributors and low-margin operations.• Drafted an initial plan to raise $100,000 per year in EBITDA and increase margins by 3%.• Presented an evaluation model to support the recovery of a school operation, identifying revenue opportunities and costs to back a business plan with an evaluation of $6.2 million over 10 years.

Partnered with a multinational Brazilian automotive parts company in Argentina to develop performance dashboards using Microsoft Power BI to support its daily Sales, Supply Chain, Finance and HR operations.

Entrepreneur in-house accelerating an EdTech startup focused in Financial Education.

Entrepreneur in-house incubating an EdTech startup focused in Financial Education.

Participated in a highly selective program comprised of three rotations in different HR functions and geographical locations. Served as HRBP (HR Business Partner) for Corporate Functions in Brazil (2017), HR Leader for Global Talent Acquisition (2018), and HR Leader for Talent Development in Latin America. Completed an international rotation in New Brunswick, USA, in 2018.Results:• Designed and piloted a managerial capability development program (Responsibility, Coaching, Inclusive Leadership, Meaningful Conversations) focusing on more than 2,000 leaders in the Latin America region (over 21,000 employees). • Participated in the launch of the new Talent Acquisition operational model (technology, processes, and people) in North America (pilot region), leading the recruitment of over 150 recruitment and leadership positions.• Collaborated with the Talent Engagement team to create strategy, content, and facilitate the execution of the new Employer Brand campaign for Johnson & Johnson in over 10 workshops on four continents between 2018/2019.• Supported over 50 employees and more than 15 leaders as an HR business partner in matters of Coaching, Organizational Design, Talent Management, Talent Assessment, Succession Planning, and Change Management during 2017.

• Full-time MBA Candidate in Top#9 Business School worldwide in the Financial Times ranking. • Strategy Specialization• GPA 3.62 / 4.00

Led the development of framework and tools for engaging the Employee Relations area on the rollout of Global initiatives - new technologies, training, surveys - in the EMEA market (15+ countries). Presented a roadmap containing 20 tools for the next 3 quarters. Developed and implemented 10 tools (50%) as quick-win solutions. Engaged with 100+ stakeholders in the short period of 10 weeks.

Supported HR Brazil division by implementing projects within the Total Rewards Area. Developed standardized tools (spreadsheet + brochure) to support Talent Acquisition team in better communicating the benefits package during the offer, enabling a better understanding of important topics such as Pension Plan, Fleet, and Healthcare. Created an LTI reference guide for the Brazil division, combining global information (Total Rewards) with local specifics (law, taxation, currency), making recommendations to increase the efficiency of the communication process.

Selected as the first Financial Planning Manager of the new company to lead 10 people and after acting in Compensation and Benefits, transitioned from Finance to lead a team of ten people in HR. Responsible for a compensation strategy, benefits management, and a personnel budget of more than $150 million.Results:• Conducted a national compensation survey in conjunction with Mercer (IPE methodology). The results include the immediate correction of points that ensured the retention of 100% of top leadership.• Implemented a new organizational structure with a reduction of more than $12.4 million in personnel expenses. • Identified R$10M in opportunities in the benefits package – 7% of a budget of over $72.7 million.• Set up an HR indicators panel that was adopted and expanded to become the company's model.• Recruited, in a new city, a team of 12 people to implement the Business Plan process, which included planning software (Cognos by IBM).• Delivered the system and the plan for 2014 two months in advance (33% faster).• Integrated the Finance Committee of the merger (organized by McKinsey) and influenced it to adopt best practices in the chart of accounts, expense control, financial planning, and valuation, despite being the youngest manager in the group.

Recruited, developed, and retained a team of 12 new people in a new city to implement the Business Plan process and IBM Cognos System. Led a team of 14 people to orchestrate Business Plan, CAPEX, OPEX and Corporate Finance analysis for a $500 M in revenues budget.Results:• Risen from college intern to FP&A Manager in 6 years.• Selected to become the FP&A Manager of the post-merger company among two other candidates.• Delivered software and BP two months ahead of deadline (33% faster).• Achieved over $3.5M in cost-efficiency and expense reduction.

Short-Term Assignment in The Coca-Cola Company Brazil HQ in Rio de Janeiro:• 2009 - Still Beverages Planning Specialist• 2010 - Concentrate Pricing Specialist