Daniel Antonio Biondo Bastos Email & Phone Number

São Paulo, Brasil

Consulting/Advisory work at MB Engenharia e Meio Ambiente, a company specialized in waste management for 27 years that offers customers the most modern techniques available in the market. I carried out several works of implementation of Budget Planning, Structuring of Results Monitoring Meetings, BI – Business Intelligence, ERP Integration (Modules), Strategic Planning, ESG, Company Acquisition, Results Monitoring and Auditing, among others. As I lived in the USA until August 2021, I worked at MB Engenharia with face-to-face periods in Brazil and others remotely. Since August 2021, when I returned to Brazil, I have been fully dedicated to MB in São Paulo.

São Paulo Area, Brazil

On his return to Brazill in September 2013, already at InterCement Participações, he holds the same position – Operations Support Director (Chief of Staff), responsible for business analysis, identification of potentially critical issues, focused on result in order to manage eventually out of control situations, he prioritized issues brought by the BUs leaders and tried to ensure that the organization keeps the open minded attitude towards new ideas and approaches. He is still responsible for managing Non-operating Assets and coordinated the assets sales in 2013 (US$80MM). He was appointed to run the mapping of risks that could impact the InterCement business worldwide, be they strategic (business environment, transactions, investor relations); financial; operational; compliance; reputation and brand, natural disasters.

Portugal

At the end of 2010 he was expatriated and assumed the general management of Intercement in Portugal. At that time the Camargo Corrêa Group already had 33% of share of the Portuguese multinational Cimpor, the 10th largest cement industry in the world, present in 12 countries and with shares in the stock exchange. His mission was to develop networking with the various stakeholders of the target company which had the objective of purchasing the control of Cimpor. He provided interface with the Executive Committee and Member of Board of Directors of Cimpor. Aiming at consolidating negotiations, he attended the main events all over the country representing the Camargo Corrêa Group and organized an event for more than 400 decision makers in Portugal: A country in crisis or a country of opportunities. He identified and analyzed the critical/relevant/synergetic points to be considered regarding the target company valuation. He built relationship with public agents of the sector as well as with decision makers as a preparation phase previous to the 100% Cimpor control acquisition.

Portugal

After the Cimpor control acquisition, he was appointed, in 2012, Operations Support Director (Chief of Staff), Member of the Executive Committee, of the Cimpor Board of Directors, of the InterCement and Cimpor in countries in which they are present: Portugal, Espanha, Angola, Mozambique, South Africa, Egypt, Holland, Luxembourg and Austria. He took part in the PMI - Post Merger Integration process involving the existing operations (InterCement) vs Operations/Companies acquired (Cimpor). He contributed to the elaboration of the target companies integration plan and was the PMO of the Corporate activities integration. He was responsible for the elaboration and approval of the non-operating assets management policy, and for the non-operating assets mapping and sales in all the InterCement/Cimpor operations. He carried out the Cimpor Holding (Portugal) administrative management aiming at aligning with the InterCement (holding - Brasil) corporate areas.

São Paulo E Região, Brasil

Between 2005 and 2010 he was responsible for the Corporate Strategic Planning of Camargo Corrêa Cimentos. Development, implementation and maintenance of BSC - Balanced Score Card, analysis and follow up of the Cements Sector and of the potential players that were the target for the worldwide acquisition, and development and implementation of PMIs were part of the scope of his activity. He coordinated and reviewed the 10 year Strategic Planning, participated in the elaboration of the Tactical and Strategic Plan in order to approach the target to be acquired: Cimpor. The key points of his performance were the cash flow improvement, the administration of the capital need for the acquisition of this business.

Gerente Corporativo De Planejamento Estratégico

From 2001 on he started activities at Camargo Corrêa Group. He performed as interface between the Board of Directors and the Business Units. He was part of the team that elaborated the Plano Camargo 2012 – Strategic 10 year view for the units: Usiminas, Alcoa, Cimentos, Farms and Executive Aviation. He took part in the prospection, evaluation and negotiation for the acquisition of the largest Argentinian cement industry - Loma Negra (US$1,0Bi) in 2005, an important challenge once it was the first investment out of the country, and also because it happened when the country was in crisis. He was the PMO of PMI of Loma Negra vs Camargo Corrêa Cimentos. He was a member of the Board of Directors of Alcoa Aluminio representing the interests of the Camargo Corrêa Group. He was part of the team that carried out the Swap of the participation of the Grupo Camargo Corrêa in Alcoa Alumínio (42%) vs Alcoa Inc (2%) and also of the team that evaluated and negotiated the acquisition of the participation of Usimas in Camargo Corrêa Cimentos (8%). Consolidated the strategic performance and business global view.

São Paulo E Região, Brasil

In 1999 he took over the responsibility for planning, budget and costs of Globocabo, a telecommunications company (cable TV Multicanal/NET and Internet Virtua) with shares in the stock exchange and followed up the performance of each BU in order to present results to the shareholders. He was part of the team that conducted the acquisition of the operations of cable TV in the Southern region of Brazil belonging to RBS (US$700MM) and further Post Merger Integration with the Globocabo operations.

São Paulo E Região, Brasil

In 1991 he joined Ernst & Young Consultores’ team and for 8 years he was responsible for FAS -Financial Advisory Services providing support to Sell and Buy Side for Merger & Acquisition processes. Coordinated consulting projects to Federal and State Government in the privatization processes of the Brazilian Electric and Railway sectors and Site Sellection for the retail sector. He led the Electric Sector privatization processes in several federal states, took part in the RFFSA – Rede Ferroviária Federal privatization process and in various merger & acquisition processes throughout Brazil. This was a rewarding experience and allowed exposure to different organizations sectors and structures, while making possible the improvement of competencies such as leadership, initiative and interpersonal relations.

Marketing, Marketing Management, General

Master Of Business Administration (Mba), Business Administration And Management, General

Bachelor'S Degree, Business Administration And Management, General

Engineer'S Degree, Civil Engineering