Supply Chain: gestão estratégica dos fornecedores, modelo robusto de dados para validação dos níveis de serviços (SLA) contratados. Gerenciamento do abastecimento de 6 mil posições paletes,+3,5 mil itens (skus) divididos em 4 unidades de negócio, para 6 canais distintos, em 4 regionais no Brasil. +300K pedidos/ano, frota terceirizada de 1,3 mil carros/mês de fiorino à carreta, expedição de aproximadamente 50 mil toneladas/ano. Em 2023, alcançamos um custo de servir 50% menor comparado à 2021.Gestão do Crédito e Cobrança - base de 4 mil clientes ativos, criação do rating ECOA - metodologia interna, contratação de bureau de crédito, implementação de régua de cobrança, gestão de empresas de cobranças. Serviço de Atendimento ao Consumidor (SAC): revisão geral da árvore de atendimento / taxonomia - redução de 30% dos chamados - chegando a 2mil/mês, redução de 70% da quantidade de PAs - aumento da eficiência por operador. Tecnologia da Informação - business support: área transversal que suporta todas as iniciativas de tecnologia da empresa, gestão de incidentes, sustentação, GMUDs, implantação do ERP, de ferramentas de vendas.

Head of Finance, Supply and IT

- Managing the entire operation with 10 employees.- Built and present monthly results to shareholders.- Present investment deck to investors.- Increased by 5x (five times) the number of customers using Hubspot CRM and sales machine techniques. - Agile management model, daily 15-minute meetings with the team.- Actions plans created based on NPS and customer satisfaction surveys.- Reduced churn (40% to 10%) with engagement actions, customer support, reduction on time to answer and product improvements – using Power BI.

Projects for SMBs, focusing on business transformation, processes, create and manage indicators. I use agile management techniques (Kanban, Scrum, Design Thinking) and monitor the implementation and use of tools such as Trello, Slack, CRM (Hubspot and RD Station), Movidesk (Internal Communication and Customer Success), structuring the Sales Machine and marketing campaigns (Canva, Google, Instagram and Facebook Ads).

- Managed a team of 11 employees, 7 in finance, 3 in IT and 1 in legal.- Assessment company's capital structure, bank relations, manage loans, letter of credit and guarantees.- Structured quote and sales process with Finance team approval.- Structured the S&OP process.- Hired tax planning offices.- Financial support for bidding processes, acting on offer pricing and costing.- Updated ERP Totvs / Microsiga, integrated MRP and implemented BI.- Acting as Compliance Officer, we rewrote the ethics code, negotiated costs and success fees with legal offices.

- Financial leadership of software business unit spin-off, which resulted in the consolidation of AVEVA.- Migration to SAP and management of tax, report (journal entry) and treasury teams.- Design and define commercial guidelines and procedures.

- Management of 3 legal entities with different level of complexity, sized R$ 200 million.- Report to LoBs (line of business) based in the United States, France and the United Arab Emirates.- Managed 7 employees, including 2 plant controllers.- Transfer Price campaigns and Sourcing Site analysis, following return and payback guidelines.- Act as Business Partner providing information, results analysis, pricing and cost actions.- Monthly results presentation to Country President, CFO and Business Vice President.Main projects: financial modeling to manage business units (channels, enterprise and field services), review of projects and proposals, unification of systems, financial consolidation of the economic group, standardization of processes between entities.

- In 18 months, broadband companies (3 economic groups and 32 legal entities) were merged.- Management of 20 employees (back-office) during phase-out period.Main projects: accounting and tax outsourcing (BPO), payrolls integration (ADP system), ERPs standardization (savings of R$ 1.3 million / year), sale of assets (R$ 0.5 million).

- Coordinate 4 employees in charge of accounts payable, accounts receivable, bank management, cash flow projection, receivables anticipation, insurance/guarantee contracts.Main projects: Project “No PO, No Payment” - involvement of the entire company to redesign purchasing process and define roles and responsibilities, migration of accounts payable to outsourcing, PDV / POS project - increase the number of point of sales and capture subscribers monthly payment.

Main project: financial modeling and due diligence in the acquisition of 3 private companies.

- Manage business unit's product portfolio for Latin America.- Financial analysis and assumptions consolidation of the innovation plan - 3 to 5 years.- Built trustful relationship with Marketing team, challenge market share, volume, price and mix assumptions, but always adding value to the analysis, suggesting alternative and profitable routes.- P&L presentation to the Global, Regional and Local team in each approval phase - "gates".- Control advertising and marketing budget.Main projects: launch of Comfort Concentrate in Latin America, financial modeling of Post-Launch and route correction, implementation of DMUU (Decision Making Under Uncertainty) model to support strategic decisions.

Annual budget processt, manage results using BI Cognos (TM1), main deviations Actual vs. Budget x Forecast, implemented financial models for feasibility analysis (pricing, revenue, cost, incrementals, payback, NPV) of Commercial offers, managed capex projects, reporting using Hyperion.