Flavio B Farias Email & Phone Number

Rio De Janeiro, Brazil

São Paulo, Brasil

O Board Club é um se caracteriza por reunir Executivos Multifuncionais e C-Levels com o objetivo de contribuírem para o crescimento e sucesso das organizações. Como membro do conselho temos a oportunidade de utilizar as habilidades e conhecimentos adquiridos para orientar e direcionar as empresas e seus gestores de forma estratégica, tomar decisões importantes, promover a governança e garantir sustentabilidade a longo prazo.

O Boticário is one of the largest franchises in the world in the perfumery and cosmetics sector with more than 4 thousand physical stores, present in more than 50 countries and leader in beauty e-commerce in Brazil.Ensure the sustainable growth and operational excellence of the franchise and its sales channels, strengthening the brand and gaining market share in the region. • Responsible for managing 6 stores, direct sales, today, with 3.500 resellers in its base and leadership and development of a sales team of 60 employees.• Increase of reseller base by 300% in 05 years.• Achieved 100% increase in business revenue in 05 years, ensuring an EBITDA target of 18%.• Developed new business formats promoting omnichannel, expanding and increasing market share.• Responsible for ensuring the global vision, compliance policies and business procedures, achieving gold certification and making it a benchmark in the franchise network.• Adopt and drive a high performance culture, based on KPI's, aligned with the company's sales objectives and goals, increasing results and ensuring profitability.• Deliver and manage the annual budget, aligned with the business plan and strategy for the next 03 years, defining necessary investments.• Restructured the various areas of the business (administrative, financial, tax and human resources) to support and sustain the business.• Analysis and continuous improvement of processes, building a culture of innovation, enabling participation in 14pp

For over 15 years in the food market, Companhia do Churrasco has developed a fast food steakhouse focused on shopping malls.Strengthen the strategic and operational management of the 05 owned units, focusing on generating commercial results, analyzing business opportunities and developing action plans to reduce costs, increase sales and profitability. • Responsible for developing and executing strategic expansion focused on sales targets and market share in 05 own operations with 75 employees and 05 franchisees with 20 stores in the northeast.• Management of the purchasing, financial and marketing leadership team, promoting integration and strategic alignment with the company's business plan.• Development of budget planning and implementation of process improvement, enabling the operation to purchase just-in-time and significantly improve the cash flow of the business, always scaling to the entire region.• Achieved 34% in results through analysis of market trends, identification of emerging niches and adaptation of marketing and sales strategies.• 7% reduction in COGS (Cost of Goods Sold) gained from standardization and increased process efficiency, impacting profitability gains.• Development, negotiation and leadership of strategic campaigns to increase sales and market share such as the one carriedout with Coca-Cola which increased the target by 28%.

Salvador E Região, Brasil

Fast food model with more than 40 units belonging to Grupo Sal e Brasa, which has been operating as a specialized chain of steakhouses for over 30 years.Responsible for developing and executing strategic expansion focused on sales targets and market share in 05 own operations with 75 employees and 05 franchisees with 20 stores in the northeast. • Managed of the purchasing, financial and marketing leadership team, promoting integration and strategic alignment with the company's business plan.• Developed of budget planning and implementation of process improvement, enabling the operation to purchase just-in-time and significantly improve the cash flow of the business, always scaling to the entire region.• Achieved 34% in results through analysis of market trends, identification of emerging niches and adaptation of marketing and sales strategies.• 7% reduction in COGS (Cost of Goods Sold) gained from standardization and increased process efficiency, impacting profitability gains.• Development, negotiation and leadership of strategic campaigns to increase sales and market share such as the one carried out with Coca-Cola which increased the target by 28%.

• Implementation of a restaurant: physical, structural, and operational planning, including investment in construction and equipment.• Team definition, recruitment and selection, training, and creation of mission, vision, and values.• Establishment of administrative, operational, and financial routines.• Product mix definition. Creation of commercial strategy, goals, and results tracking.Main Results:• Ongoing negotiation with suppliers, research, and development of new products resulting in improved COGS (Cost of Goods Sold) performance.• Improved cash flow through optimization of the average payment term to suppliers by 25 days.• 15% increase in sales through the reorganization of operational activities.• 25% increase in average ticket size through the launch of new gluten-free and lactose-free product line.• 10% increase in customers, as well as satisfaction, through a new loyalty policy with the development and implementation of a rewards program.

• Development of the company's Strategic Planning, from concept to implementation.• Responsible for: Administrative, Financial, Operational, and Sales areas.• Implementation of processes and controls, providing greater autonomy and capability to the production team.• Negotiation with suppliers and implementation of a streamlined delivery process for inputs, reducing the need for inventory and improving COGS performance.• Weekly product launches resulting in a competitive advantage.Key Results:• Increased production from 500 to 2,000 pieces/month in 6 months through process development and structuring of outsourced production without significantly raising operational costs.• Implementation of a new industrial unit outside the state (in SP), increasing production to 20,000 pieces/month.• Reduction of personnel costs through production outsourcing and process restructuring in the factory.• Process development with improved stock replenishment capability, reducing from 15 days to 8 days.• Extended payment terms to suppliers up to 150 days, resulting in an average payment term of 90 days.• Improved cash flow through purchasing reformulation with the implementation of a just-in-time model.• Expansion of the network and sales from R$360k to R$4.5M in 5 years through a market strategy focused on selling high-value-added fashion products to the C and D classes.

Pfcc - Formação E Certificação De Conselheiros

Exponential Business Administration

Mba, Master Business Franchising

Bachelor Of Business Administration

Bachelor Of Social Sciences