In parallel with the Animal Nutrition and Health attributions, perform the role of Country Lead for Chile, being responsible for all institutional aspects, including government relations, relationship with commerce chambers, etc;Also as a main responsibility: ensure that all BUs in the country are aligned regarding external factors that could impact the businesses besides coordinating the country leadership team to cover cultural, business performance, people management and other key topics (business continuity, strategic plan, etc) as ONE company.

- Reporting to the Latam Vice President;- Leading 1 of 12 Operating Units of ANH business worldwide;- Responsible for operations in Chile, Peru, Ecuador, Colombia, Bolivia and Venezuela;- Full P&L accountability of > USD 150m revenue

Responsible for unifying the supply chain and commercial areas under a unique structure (focusing on synergies, org structure design, distribution centers, inventory levels, KPIs and targets ambitions) between Ruminants Brazil and Monogastric businesses (> USD 1 Billion revenue)

- Reporting to the Latam Vice President and Global Vice President of Essential Products;- Responsible for the Essential Products Business Line in Latin America (> USD 400m net sales/year) - Premix, Vitamins and Carotenoids;- Lead the commercial strategy, pricing, demand planning and marketing functions;- Member of the Regional Leadership Team in Latin America and Global Leadership Team of the Essential Products Business Line;- Responsible for safeguard topline and bottom line targets, supporting the business to get volumes, reduce costs and improve profitability;- Experience in commercial strategy/key account management, segmentation, etc

- Reporting to the CFO Latam and Global Finance VP of Animal Nutrition and Health Business Unit (largest BU in DSM)- Member of the LatAm Finance Leadership Team (FLT)- Responsible for manage with the Regional VP business development initiatives for the region (including M&As, greenfields, partnerships), managing more than USD 20m CAPEX investments related;- Safeguard topline and bottom line targets, challenging the business to get volumes, reduce costs and improve profitability - pricing strategy, sales strategy/key account, segmentation, customer centricity, supply chain costs (including 12 plants in LatAm);- Focus also on Accounts Receivables and Inventory Management (operating working capital improvement), improving DRO, CDI, DPO, Cash Generation;- Perform budget, monthly and quarterly forecast reviews, full governance cycle - 3y strategic plan;- Perform monthly business review with Global President, Regional VP and respective Country Managers, to discuss business performance, checking organic growth, Ebitda contribution, risks and opportunities, etc.- Drive cultural change, bringing profitability concepts by channel, segments, SKUs to push business decisions and improve results;

Reporting to the CFO Brazil, responsible for:- Drive the NAB category profitability, what includes water, carbonated soft drinks (CSD), energy drinks and juices, including recommendations of delisting of SKUs after the integration between Heineken Brazil and Brasil Kirin;- Act as a business partner for the Supply Chain, Sales and Marketing Vice Presidents, controlling/approving all investments in Capex, ATL/BTL and overheads for NAB brands, including innovations investments, managing a P&L of over R$ 1 Billion;- Build business cases/P&L and lead the Finance function (tax, insurance, FP&A, etc) in negotiations of new business developments (partnerships/M&A) which includes distribution, sales and execution of products/brands that can be complimentary to the actual Heineken Brazil portfolio.

Reporting directly to the CEO, responsible for:- Act as Business Controller for Sales and Marketing areas, ensuring the budget compliance of ATL/BTL investments and profitability analysis per brand/sku;- Strategic Planning governance model implementation (Cabinets, KPIs, etc);- Finance Process/ERP implementation with an EtE processes view (migrating paper based operations, done manually with outsourcing support, to a robust ERP, with processes standardization);- Implement the Sales Execution Mobile (SEM) project, enabling the sales reps to manage all the relationship, orders, routes, etc with tablets/smartphones;- IT Infrastrucure/Operations management.

- Led the creation, through the insourcing of FEMSA’s transactional finance areas;- Managing more than 50 team members in Tax Compliance, Indirect Tax, Accounts Payable, Cash Flow Management, Facilities (T&E), Accounts Receivable, Credit and Collection, Accounting, Fixed Assets Management and Performance Management (Budget, SLAs and Process Governance) areas.

Reporting to the COO/Shareholders; Shared Services, ERP and Strategic Planning Implementation

- Defini e construí junto às áreas de negócio dashboard com mais de 200 indicadores de gestão (KPIs) e acordos de nível de serviços (SLAs) para diferentes sites operacionais no Brasil, permitindo acompanhamento estratégico da performance das equipes nos diferentes níveis - estratégico, tático e operacional;- Implementei o processo de gestão da rotina (gerrot) em diversas áreas corporativas, coordenando as reuniões de gestão e abordando temas como farol de metas, gestão orçamentária, performance, planos de ação de auditoria e projetos;- Defini novo modelo e hierarquia de normativos (diretrizes, políticas, normas, procedimentos), simplificando a “biblioteca” de documentos de controles internos/compliance,;- Implementei o escritório de processos, com foco em melhoria contínua e padronização de processos, realizando desde a definição da cadeia de valor da Cia, macroprocessos, processos, implementação de metodologia e ferramentas para mapeamento, além de conduzir projetos de redesenho de processos em todas as áreas corporativas, como: RH, Tesouraria, TI, Suprimentos, Contabilidade/Fiscal.- Implementei o modelo de planejamento estratégico funcional, com foco em redução de custos, aumento da satisfação do cliente e otimização da performance, definindo a visão, missão, objetivos e metas para áreas administrativo-financeiras através do Balance ScoreCard (BSC);- Criei modelo "plug and play" para novos negócios da organização, baseado em aderência e visão por processos, reduzindo pela metade o tempo médio para operação plena de todas as funções de back office;- Gerenciei e implementei o projeto da criação do Centro de Serviços Compartilhados, com a migração de mais de 150 colaboradores, 7 áreas e 3 pilares de gestão: custos, performance e qualidade;

- Participei ativamente da implementação do modelo do Centro de Serviços Compartilhados (CSC) abordando business case/estratégia, análise de custos por transação, estrutura organizacional, planejamento estratégico e metas, desenho de processos, SLAs e KPIs, modelo de governança e relacionamento com unidades de negócio;- Implementei o processo de gestão da rotina (gerrot) nas áreas de Serviços de Apoio, Relacionamento e TI, coordenando as reuniões de gestão e abordando temas como farol de metas, gestão orçamentária, performance, planos de ação de auditoria e projetos;- Executei projetos de revisão de processos, com foco em melhoria contínua e padronização em áreas como: RH, Financeiro, TI, Suprimentos, Administrativo.

- Defini e implementei a metodologia do escritório de projetos além da estruturação do Project Management Office (PMO);- Participei como stakeholder das frentes de Logística e Vendas no projeto de implantação do ERP SAP R/3, atuando na discussão de modelos de governança, riscos, perfis de acesso e impactos na operação;- Gerenciei projetos de automatização e redesenho de processos, com foco na melhoria de eficiência operacional na área de Logística/Distribuição, tendo como base o acompanhamento dos indicadores (KPIs) monitorados semanalmente.