Fabio T. Schmitt Email & Phone Number

State Of São Paulo, Brazil

Brazil

São Paulo Area, Brazil

Divestiture Advisory Services lead for Latin America. Partner advising global clients on executing various transactions throughout the deal cycle.Deep expertise on spin‐offs, divestitures, joint-venture setup, operating models design, synergy identification, analysis of stand‐alone cost and readiness for operational separation.Experience on advising clients on anti-trust required divestments, preparing the remedies, executing divestments and operationally separating the divested business.

São Paulo Area, Brazil

Senior manager advising global clients on executing various transactions throughout the deal environment.Deep expertise o spin‐offs, divestitures, joint-venture setup, restructuring, operating models design, synergy identification, analysis of stand‐alone cost and readiness for operational separation.- Leader of the LATAM carve‐out and business stand up of global business unit acquired by a PE fund from a pharmaceutical company. - Lead an anti-trust-led divestiture in Brazil. A global acquisition on the diversified industries segment that was required by anti-trust authorities to divest assets. The assets were packaged in a global deal and sold to a strategic buyer.

New York City

Transaction consultant advising clients on executing various transactions throughoutthe deal environment, such as spin‐offs, divestitures, acquisition integration,operational due diligence, operational restructuring, synergy identification, analysis ofstand‐alone costs, one‐time costs and readiness for operational separation.- Led the carve‐out of a $500mi global business unit from a $2bi pharmaceuticalcompany. Key project areas were go‐to‐market assessment, operating model design,stand alone costing, regulatory and product supply execution plans.- Assisted client in the entire spin‐off cycle. An 18‐month project from go‐to‐marketassessment and operating model stand up, till the full spin‐off through an IPO atNYSE.- Collaborate with various stakeholders involved in the deals including management,legal counsel, bankers, taxation experts, valuation experts and auditors, includingmanaging own staff on various engagements.- Assisted clients in post‐spin stabilization and restructuring of internationaloperations leading to a $7mi cost reduction- Trained EY’s senior associates on divestiture cycle and operational separation.

New York City

Transaction Advisory Services senior consultant advising clients on acquisition integration, carve-outs, operation due diligence, operational restructuring, synergy identification, measurement and realization, analysis of stand-alone costs, one-time costs and readiness for operations separation. • Developed project plans for the build out and execution of the order-to-cash processes for the international operations of a global $2 billion pharmaceuticals company. Assisted management and worked with functional teams to develop 52 countries carve-out plan, focusing on the order-to-cash process, anticipated workarounds, and data and systems separation requirements.• Give advice on SG&A restructuring for the EMEA division of a carved out pharmaceutical business, a $300 million division based in Switzerland. Project identified $15 million cost reduction opportunities. Areas of focus where organizational design, sales force, market consolidation, marketing, facilities and use of distributor model in non-strategic markets. • Developed stand-alone financial models for a $2 billion pharmaceutical business carved-out from a $10 billion medical devices company. Participated on the go-to-market evaluation, developing a future state operational model for 52 countries where the carved-out business has operations.

Porto Alegre Area, Brazil

Led operational post-mergers and integration projects in Spain, the USA, Canada, Brazil, Colombia and Chile conducing performance and ROCE analysis, building cross-functional teams in both sides of the deal. Led productivity improvement projects capturing post-deal synergies and fostering collaboration across 50 sites worldwide. Carried out operational performance assessments in Brazil, the USA, Canada and Colombia, evaluating business practices and financially measuring performance gaps, defining priorities and developing improvement plans. • Spearheaded a knowledge management project connecting 2,500 employees worldwide aiming to capture synergies and reduce performance gaps. Reached over $3 million in operational performance improvement gains within one year. • Conducted specialists mapping across 52 sites in 14 counties identifying expertise shortages that reduced the ability to capture post-deal synergies. • Improved productivity of more than 17,000 employees in 10 countries through the implementation of a performance-tracking system and change management plans.• Trained more than 1,500 employees globally in process design and project management, in English, Spanish and Portuguese.• Coached and mentored of 4 junior consultants to transit to consultant roles.

Porto Alegre Area, Brazil

Led development of problem-solving software tool, engaged factory-level employees in operational improvement initiatives. As part of a team helped to design and implement a global indicator that monetary quantifies process performance gaps in relation to benchmarks and support the projects prioritization process. Designed and carried out training on project management, goals deployment and problem-solving methodologies. • Engaged 4,000 employees in problem-solving activities that generated $200 million gains in cost reduction and productivity.• Quantified $750 million in performance improvement gaps and help to consolidate yearly operational projects to capture 20% of the gap.

Porto Alegre Area, Brazil

Reported to the Director of Management Systems. Conducted global implementation of a projects and indicators tool designed to streamline the follow-up of strategic projects. Selected to coordinate the design of 2 operational business processes. As part of a team supported the development of the company’s global business system and an analytical tool to measure performance gaps among the company’s businesses.

Porto Alegre Area, Brazil

Reported to the department manager. Organized improvement projects to reduce costs, customer complaints and increase productivity. Developed statistical process control process and industrial processes analysis using SAP.

Mba, International Business And Finance

Activities and Societies: HULT Innovation and Entrepreneurs Club HULT Asset Management Club ALPHA Boston - Member NSHMBA - Member MBA.

Postgraduate, Business

Postgraduate Diploma, top 10% of class.

Bachelor, Mechanical Engineer