◽ Team leader of 20 individuals, including 3 managers and 1 coordinator;◽ Led the pricing strategy process, tax optimization opportunities;◽ Accountable for revenue in the P&L, financial modeling, actual vs. budget variances, risk mitigation, budgeting, and forecasting;◽ Business partner for commercial departments, focusing on executing business strategies, financial performance visibility, sustainable growth opportunities, profitability enhancement, commercial investment planning and control, return on investment (ROI) analysis, agility, process optimization, and operational efficiency;◽ Cash flow and working capital management through effective customer portfolio management and deduction reconciliation, robust internal controls, compliance with internal and external audits, adherence to accounting and tax regulations;◽ Co-led the "Route to Market" transformation project, shifting 20% of revenue to distributor sales over 3 years, achieving a 15% revenue growth and over $15 million profit increase;◽ Reduced gross-to-net by 10 percentage points in 4 years through commercial policy changes and transitioning unconditional discounts to strategic commercial investments;◽ Received the "Champions Award" in the international segment for contributions to segment results by effectively implementing a 30% price increase, safeguarding operational margins from global commodity price hikes post-pandemic.

◽ Team leader of 17 individuals, including 4 direct managers;◽ Accountable for Cost of Goods Sold (CoGS) in the P&L, financial modeling, actual vs. budget variances, risk mitigation, budgeting, and forecasting, detailed monitoring of financials related to procurement (sourcing), manufacturing, and logistics, inventory valuation, and variance control;◽ Led the standard cost calculation process and all variations in SAP, cost accounting;◽ Established cost management governance with the Supply Chain leadership team, through managerial reports, financial evaluation meetings, detailing variances by factory and/or distribution center level, fostering familiarity with financials and strengthening accountability;◽ Reviewed cost accounting in the ERP system, rectifying implementation issues predating my tenure, these corrections along with governance efforts led to cost stabilization and forecast accuracy;◽ Led a 2-year negotiation with Coca-Cola to transfer the production of the Ades soy beverage to General Mills' factory, approximately 60,000 tons per year, absorbing fixed costs and overheads, consequently enhancing cost competitiveness.

I developed all the financial modeling and respective scenarios for the separation of the industrial and commercial entities, optimizing tax gains through the definition of the ideal mark-up.

- I led a team of 17 people in the areas of FP&A, Sales Finance, and Category Finance.- We integrated the acquisition of the Olla, Jontex, and Lovetex brands.- I conducted budgeting and managerial closing processes, managing the P&L and preparing action plans to cover gaps or capture savings.- I managed investments through ROI analyses for more effective resource allocation.

- I managed all financial aspects of Purchasing and Manufacturing in Brazil, Mexico, Argentina, and Colombia.- Led the restructuring and migration to the free energy market in Brazil.- Managed currency exposure, providing models and analyses for closing hedge contracts.- Harmonized processes and controls among factories.