• Senior Finance Manager for Revenue and BTL (trade investments), directly report to the Senior Finance Director of Sales and Distribution. Lead of a 10 people team with 4 coordinators/specialist and 6 analysts;• Business partner for Revenue Management, Trade, Sales Channels (On premise /Off premise) and Tax team providing financial consulting and strategic support to management team to deliver market expected results and drive financial performance;• Finance Transformation leader for “Drive End to End Value” strategic front, designed a roadmap and implemented 3 projects in 2020 (developed a profitability playbook, reviewed the finance business plan, and developed an app to integrate people “coffee connect”)• Lead of short- and long-term planning, manage and prepare monthly rolling forecast review, annual plans and 5 years strategic planning;• Lead monthly period closing and business reviews to analyze on business performance of volume / price / mix and review key business drivers of risks and opportunities with management to ensure budget forecast accuracy;• Prepared and developed business case valuations of commercial contracts and joint business plans with top customers, key promotional activities and tax projects performing financial recommendations based on ROI and Gross Margin impacts. Evaluated P&L impacts price increases and track of market elasticity risks;• Responsible for internal control and support to internal and external audits;Main Projects / Mais Achievements / Awards:• Lead the control environment improvement activities by closing 90% of audit issues in 1 year, which was well recognized by organization;• Remodeled Price increase process to guarantee results effectiveness and integrated view;• Participated on initiative aimed at improving gross margin with more than R$ 30m improvements in 1,5 year – project was recognized as the best of finance in Heineken Americas and top 4 of Heineken Global.

• Finance Manager for Production in Brazil reporting to the Senior Finance Director of Supply Chain;• Business Partnering for 15 Plants in Brazil. The core of activity was Planning and Controlling of Variable and Fixed COGS for Brazil, supporting business management and providing value add information.; • Business partner managing stakeholders of Procurement, Breweries Directors, Supply Chain Head Office areas and Supply Vice President. Supported Innovation, R&D and Supply Planning / S&OP.• Responsible for COGS (variable and fixed) forecasting and monitoring; and participation in the innovation process by providing cost inputs and financial insights to optimize resource allocation and decisions;• Lead a Cost Reduction program involving all Supply Chain leadership and drove initiatives implementation by provide financial analysis and measure effort vs return – Program was considered a best in class and reference to other Opcos;• Developed reports to integrated performance of factories and enabled to benchmark operations according to their size. Managed KPIs report to monitor lines efficiency, first time right, productivity, among others;• Performed CAPEX financial analysis of investments to resources allocation.Projects, Achievements, Awards:• Lead a project to standardize Brazil profitability analysis in an end to end perspective (Revenue, COGS, Logistics and ATL l BTL) attending global and local guidance involving improvements into SAP (CO-PA) and CRM systems, business process review and a huge change management across operations;• Lead a pillar of a Value Chain Management program to set standards and drive reduction of losses in supply chain operation by define finance TPM methodology and developing the Roadmap from Foundation to World Class;• Supported Brazil Kirin integration in 2017;• Evaluate footprint optimization which defined breweries closing in Brazil, Brownfield and Greenfield projects and migration of production lines across operation

• Finance Manager for Supply Chain reported to the Latin America Foods Supply Chain Finance Director based on Switzerland responsible by management and development of a 13 people team (2 coordinators, 5 analysts, 6 assistants);• Business partnering of main Foods Plant in Brazil and second in Latin America (Goiania-GO – production of Dressings and Dry Savory portfolio). Factory was responsible by 8% of Net Revenues from Unilever Retail in Brazil and 92% of Food Solutions (B2B) with annual spend around € 33m;• Managed Conversion Cost forecasts, Cost Monitoring, Capex Analysis, Innovation Business Cases and Savings Programs validation;• Responsible by Controlling: Fixed Assets Control, Stock accounting, Materials and Non-productive items annual Inventory;• Managed a factory relationship with Cargill (owner of the site), discussing monthly site costs, investments and aligning forecasts to be shared between both companies. Main Projects / Mais Achievements / Awards:• Participated in a Sourcing Evaluation project and Restructuring Studies of a long-term rental contract vs relocate the plant with financial analysis and also guarantee the business continuity;• Participation in the Finance Future Structure Design to factories including positions and scope.

• Finance Management Trainee, reported to the Supply Chain Finance & Indirect Tax Senior Director of Brazil• Responsible by the supply chain quarterly cost forecast process involving Plants, Distribution, SCI and Fiscal Benefits;• Performed reports consolidating all financial analysis in a monthly base and lead discussions with finance brand category leaders, highlighting main deviations and identifying opportunities to improve forecast accuracy;• Elaborated cost results analysis monthly and GMVA qualitative reports, providing assertive information to Brazil and Regional leadership.Main Projects / Mais Achievements / Awards:• Participated in a Sourcing Evaluation project and Restructuring Studies of a long-term rental contract to the business continuity of the factory of Goiania and closing/moving factory project;• Elaborated a simplified quarterly cost forecast process for Supply Chain as project leader reviewing processes, setting new ways of working and engaging stakeholders; main achievements: reduction of timing, structure and long hours still maintaining the high accuracy;• Collaborated in the implementation of new SAP Americas & Region structure leading the Brazilian cost team to unveil the new definitions, tools and ways of working brought by the project, finally helped the team handling expectations and engaging new supporters;• Participated in a complex Tax Indirect project reviewing the raw material origin (imported / national) by SKU, coordinating this process with internal teams (procurement finance, tax) and external consultant (Price) to attend local legal requirements. Unilever was a pioneering company in Brazil attending with agility and quality the request.

• Finance Management Trainee, reported to the Customer Development Finance Senior Director of Brazil;• Responsible to support Drugstore Channel trade and sales teams by analyze trade terms structure;• Managed top customers performance, providing analysis for better investment allocation and optimization through developing and implementing an Optimizing Promotional Sell Out analysis tool;• Participated in discussions and projects (Trade Profitability) in order to optimizing pricing chain through end to end analysis in Direct’s and Indirect’s Drugstore business channels, understanding tax change impacts, trade profitability and the channel profitability focused on achieve a strategic price to consumers. In addition, a macro overview of Drugstore market obtained during trade visits and business partnering interaction was decisive for persuading business decisions.Projects / Achievements / Awards:• Supported Joint Business Plans with all main customers for Drugstore Channel, including participation on negotiations with distributors and remodeling of partnership with main customers.

- Experience as a salesman serving four supermarket chains and facing intricate customer service related problems; through this field-training I raised and share some opportunities of improvements and “quick wins” to improve Modern Trade.

- Elaborated comparative analysis, allowed benchmarks and drove better decisions in the A&P budget management through creating standard management reports, integrating all categories in same tool and engaging stakeholders in this new culture.- Developed a tool of Innovation Incremental Turnover analysis and providing reports driving performance management.- Supported FP&A manager to handle a temporary crisis - three open positions in a team of six, at the same time - by taking on a broader role within the team.