ESG, Investment Commiteee

P&L Responsibility, Back office and Front office responsibilities, Brand and Product Development9,2% Same store sales increasePreparation for strategic investment, governance and management systemsNew Brand Positioning along with new product development process and strategyBusiness professionalization: process and systems development, KPIs management implementationNew channel development: ecommerce, subscription platform, direct sales and new lineup to retail Analytics practice implementation: DW implementation and Analytics Intelligence unit operationLiabilities / EBITDA ratio reduced

Responsibilities: New Project Development; M&A; Corporate Finance; LegalReal Estate development projects in Miami – USA and for Retail chains in BrazilDevelopment of financial solutions for the Real Estate projects with a CRI emissionNegotiation and Execution of a Split process of WTorre’s joint venture with Goodman on logistics real estate – BRL 300 million in assets

Member of the Consulting Board, leading or participating on Finance Committee, People's Committee and some productivity projects.

Responsibilities: Finance; Legal; M&A; People (HR); Strategic Planning; Governance; Advertising Production; Technology Deployment and Support.Team: 252 professionals, including 6 Managers and 13 Coordinators• EBIT margin increase by 223 bp.• Efficiency gain, implantation of standard cost in production of services, production-quantity metrics. 8.4% gain in reduced direct production expenditure.• 12% gain in favorability in GPTW research.• Production-KPI implementation, gaining 21% in production-productivity rate.

Partner and Director at Real Estate, Spa and Cosmetic Distribution Business.

Responsibilities: Finance; Legal; Strategic Planning; Governance; Information Technology; Retail and Direct Sales Commercial, Retail and Importing Logistics.Team: 157 professionals comprising 1 Director, 9 Managers and 147 SupervisorsReported to the CEO and Corporate Finance VP (France)• Expansion of retail presence with 15 new stores.• Implementation of the corporate governance model and of indicator-based management, obtaining cost reductions, such as store losses and out-of-stock (from BRL 10,000 to BRL 1,000/day).• Implementation of direct sales pilot program in Brasília. In 4 months, sales results were equivalent to those of a store, reaching 200 sales representatives.• Implantation of S&OP meetings and changes in demand-forecasting methodology, reducing out-of-stock and store losses.

Responsibilities: Accounting, Tax, Treasury, Controlling, Managerial Accounting, Economic and Tax Planning, Business Analysis and Financial Support to Business Units.Team: 65 professionals including 10 Managers and 12 CoordinatorsReported to VP

Responsible for evolving Brazilian operation's direct sale model, disseminating best pratices for other operations and for running Brazilian operation's relationship marketing.