Engaged to design and implement new pricing model, from a single cost structure to 5y plan pricing strategy, to all 32 countries where they have operations. Reported to COO. Converted data into actionable and powerful insights to provide C-level decision makers with complete overview of the current pricing process and enable comparison with best practices.Developed business intelligence tool structure and methodology to supply the top managers with data and analysis to make better decisions.Highlighted possible operation performance improvements by performing a global benchmark across all 32 countries involved in the project.Through process cost driver’s analysis, established a single pricing structure to roll out across 32 countries, improving transparency and avoiding margin leakage.

CFE Group is a multi-national consultancy firm specialised in the professionalisation of family businesses. I was initially contracted and moved to perm position after year 1, to provide senior advisory services to CFE clients specialising in strategic sourcing and funding strategy projects. Based in Brazil. Key achievements include: ☛ Senior Advisor to the purchasing department of one of the most prominent education institutes in Brazil guiding development of category management and implementation of purchasing process. ☛ Achieved saving of 20% of the annual spend of R$100MM. Furthermore, drove improvements in the purchase department’s KPIs through process improvement.☛ Advised major family-run Brazilian retailer on best strategy to fund cashflow, helping family decide to offer debentures in public market due to the cost of capital and best fit with family investment portfolio.☛ Supported family business in Educational sector to structure corporate governance on its business. Collaborated to develop shareholders agreement, and structure board of directors and its governance, responsibilities, policies and KPIs.☛ Supported Cambridge Family Enterprise Group to track projects profitability and support the partners on resource management actions to reduce losses and increase profitability.

This was a London-based role ensuring the design and implementation of new products (lending and derivatives), with more than £300m per year revenue upside impact. Key achievements include:☛ Significantly improved operation efficiency and reduced product complexity to customers.☛ Developed strategy to reduce the complexity of products (lending and cash) operating model, successfully merging lending systems with more than £2bn in assets without disruption for customers or to the bank, reducing operational costs by £1m per year.☛ Followed and improved Bank’s project management governance, presenting project status to Steering Committee.☛ Supported decommissioning/migration of all data from loan legacy system to Banks main loan system.☛ Supported major change of Banks billing process to allow Relationship Managers to evaluate/change the invoice and send to the customer.

Via Varejo is the largest retail business in Brazil. I was hired initially to build the Treasury department and subsequently took responsibility for financial planning across the entire organisation. Key achievements include:☛ Implemented Treasury team and department by defining processes and procedures, including governance on payments approval, aiming for bank operations optimisation. Saved R$7m per annum on financial costs.☛ Optimised payment methods’ fees, reducing financial costs by more than 10% (R$ 30m/year) and reaching year’s financial expenses target in less than 6 months.☛ Managed structured financial asset operations have resulted in an increase of 10% (+R$40m) per year in finance income. ☛ Enhanced the company’s discount rate model by two new variables (maturity time and receivables amount) attracting suppliers to a low-risk loan opportunity.☛ Identified low-cost funding for company’s cash-flow and executed operations of R$40m. Reduced 10%+ than the market average cost. Also, implemented processes with BNDES as part of finance strategy.☛ Reduced the company´s insurance premium costs by 10%, by evaluating new opportunities, improving risk assessment and analysing claims trend.

This was a Brazil based Senior Associate role to work with a range of clients as a specialist advisor on a broad range of operational efficiency improvement and growth strategy projects. Key achievements include:☛ Recommended and implemented improvements in procurement process "request-to-pay" for largest cement company in Brazil. Identified opportunities to reduce the buying cycle, achieving up to 30% reduction in purchasing costs.☛ Conducted study on how to reduce the use of cash in Brazil for all major banks. ☛ Delivered an innovative service model to a diagnostic medicine company by analysing customer complaints and evaluating market best practices. The new service model reduced waiting time by 30% and increased revenue by 20% as all initiatives had higher NPV than the company's capital cost.☛ Delivered mathematical modelling for Oil & Gas company to determine required workforce in operational and administrative areas according to production parameters. Reduced bottlenecks in operations and adequacy of workforce in administrative areas with benefits of >30% on cost savings.