Jose Luiz Mosca Jr Email & Phone Number

Brazil

Head of FinanceBudgetFinancial PlanningAccountingTax PlanningSupply ChainLegal Dept.Human ResourcesIT dept.Utilities dept.

Pirassununga Area, Brazil

Head of Finance

Campinas Area, Brazil

NORTEL SUPRIMENTOS INDUSTRIAIS S.A. – 12/2014 – Actual – Country CFO. Local revenues €170m and 800 employees with 60 branches. Report to CEO and VP of Finance. Reports: Direct 6 managers, Indirect 70 employees.Nortel is a company of Sonepar Group, an independent French family-owned company with global market leadership in B-to-B distribution of electrical products and related services. Founded in 1969, Sonepar has a workforce of 40,000 in 41 countries through 2,600 branches and sales of €17.2 billion in 2014. Leading and coordination of an M&A in which Rexel Group sold LATAM operations to Sonepar Group.Financial turnaround Banks renegotiation and loan elongation, structuration of loans for goods importationSuppliers’ debt renegotiationBusiness Plan and Budget preparationTax planningIT – policy development and infrastructure for 60 branches located among the countryDirector of Legal department and affairs.Development plan for cost reduction of R$6million.➢ Financial turn around from losses of R$1.5M per month to a break even in 9 months➢ Tax planning for ICMS credit reduction from R$55M to R$ 35M, aiming R$10M➢ ICMS credit approval Cat17 and E-CredAc➢ Overdue reduction R$ 12M, in 9 months➢ Credit Policy establishment and risk analysis procedures developed➢ Renegotiation of Bank loans of R$140M

Brotas

DGF Investments – PRIVATE EQUITY – 04/2012 – 12/2014 – CFO Appointed by DGF private equity to restructure debt, financial turnaround and improve corporate governance in its investments. Paraíso Bioenergia S.A. Sugar mill, producer of sugar ethanol and energy. Annual revenues R$280 mln. Key partnership with Rhodia Solvey e Amyris Inc. 2.300 employees. CFO and interim CEO during transition period after a merger process with report to the Board of directors. With 6 direct and 32 indirect employees.Araporã Bioenergia S.A. Sugar mill, producer of sugar ethanol and energy. Annual revenues R$200 mln. Key partnership with CPFL 1.300 employees. CFO with 5 direct and 24 indirect employees.Structuration of an international Loan format 144A/RegSStructuration of an international Private Placement format 42.Financial turnaround, replacement of short term by long term loans, loan elongation Renegotiation of Overdue Debts with Suppliers and Tax authorities; M&A process, resulting in a merger of companies evaluated around US$ 1.2 billion.Led of MoU and due diligence with an International company for equity investment.Development of Annual and 5 years business plan and budget, hedge and credit risk policy. Local and International Banks Relationship, funding new credit lines and working capital.IT procedures, guidance and corporate governance,Supply chain improves and negotiation, implementation of corporate governance. ➢ Financial Turnaround, equalization and extended of a US$ 200KK debt➢ Private placement format 42 ➢ Bond 144A/RegS structuration➢ Recovered company from Chapter 11➢ Led M&A resulted in an acquisition that built a new company

USJ Açúcar e Alcool S/A. (04/2006-04/2012) – National group operating in Agribusiness, Sugar, ethanol and energy sector. Annual revenue R$ 850 million, 5,700 employees.Executive of Investors Relationship, Financial, Accounting & Tax Manager (corporate) Report to: V.P. - with 9 direct and 35 indirect SubordinatesAccounting – IFRS consolidated financial statement, external audit planning, forecast, planning, and budget, SAP Go-live for Corporative management, led of a due diligence.Investors Relationship (IR) – Led all routines for shareholders meetings and fiscal council meetings. Developed and structured a new department for a future IPO. Developed and prepared the company to go on a high level stage of corporate governance. Tax – Tax planning and group structure rearrangement for tax savings. Legal and tax relationship, analyses of process for recovery taxes (in court). Led a negotiation of tax benefits in Goiás State for 3 Greenfield project amounting US$$ 1,5 billion.Financial –Financial turnaround with a Net Debit / EBTIDA of 11.5, by renegotiating waiver and financial covenants review and new enlarged ratios. Management of Negative Cash Flow, refinancing working capital and appropriated CAPEX loans lines. Renegotiation for elongation of short term debt to long term debt with a syndicate of Private and Public Bank’s as BNDES, World Bank IFC and main private banks. Financial Planning and Risk Management for foreign exchange commodities hedging.To Structure a project finance of US$650 million for 3 Greenfields with BNDES and syndicate of Banks. To structure an “A and B” loan of US$ 40 million with IFC. M&A project resulting on a Joint Venture with Cargill evaluated at US$ 1 billion. ➢ Financial Turnaround, equalization and extended of a US$ 600KK debt➢ Joint Venture with Cargill➢ Tax benefit agreement for US$ 1,5 billion up to 20 years➢ Startup of greenfield in Goiás State

Plastipak Packaging do Brasil Ltda. (02/2004 – 04/2006) – A US Group operating in the plastic packaging sector, with plants in Brazil and Argentina. Annual revenue US$ 800 million and 2.000 employees. South America Controller, Report to global CFO 9 Direct employees and 37 indirect employees. Perform and ensure accuracy for Latin America accounting consolidation with Translation to US GAAP, Functional currency USD.To develop and to manage the internal implementation of the SOX Sarbanes-Oxley.Reporting to headquarter in USA .regarding LatAm operations and results.Issue the book to be sent to SEC in USA and Internal & external auditing planning and management. Implement financial policies and procedures to ensure compliance with company’s financial policies Ensure compliance with Sarbanes-Oxley, GAAP, and company’s Financial Policy.Analysis and reporting of the Actual Results vs. Budget results, Executive Summary report for the US and LatAm Board Key user of FI, EC-CS of SAP and led its GO-live, with a relevant reduction of deadline for month-end reports changed from the 20th to the 5th business day.Accuracy of local and LatAm fixed assets physical inventory counting Management of Internal (headquarter) and external independent audit process Provide plan for cost savings and analysis and initiatives for business and projects ongoing.CAPEX analysis.➢ Reduction on SG&A in 10%➢ Reduction on consolidated financial statement from 25th to 5th working day➢ SAP Go-Live in South America➢ Implementation of Budget process and management reports.

VALEO SISTEMAS AUTOMOTIVOS LTDA. -WIPERS. – (2003 – 2004) – French automotive Multinational with 14 plants in Brazil and one of the world's top ten, with approx. 61.200 employees all over the world and revenue of 9.7 billion Euros. Country Controller, Report to Global CFO with 4 direct and 16 indirect subordinates.Perform and ensure accuracy for accounting consolidated financial statement. Accounting and tax management. Accounting consolidation and translation to IFRS. Reporting to headquarter in France on Hyperion system. Analysis and Reporting of Actual results Vs. Budget to the local and overseas board. Administrative guidelines and compliance implementation and development. Internal and external audit coordination. Planning for costs and taxes savings. Treasury management, Banks relationship, structuration of long term and working capital loan and cash pooling with headquarter.➢ Reduction on SG&A in 6%➢ Tax Savings in 3%➢ Reduction on financial reports in 2 days

ABC GROUP DO BRASIL LTDA. (2000 – 2003) – Canadian automotive Multinational operating in Canada, US, Mexico, Brazil and Europe, with an revenue of aprox. US$ 1,5 billion Local Controller Report to CEO with 5 direct and 23 indirect Subordinates.Startup of first Operations and Business in Brazil, Hire of Administrative financial, accounting, IT, HR, and supply chain team.Budget coordination and presentations for Board of directors Management accounting and Financial Statement translation to Canadian GAAP.Financial planning and cash management, Analyses and review of Annual & five-year budget.Reporting to headquarters, management results and budget, CAPEX's approvalProvide plan for cost savings and analysis and initiatives for business and projects ongoing.Internal and external audit coordination. ➢ Reduction on SG&A in 12%➢ Startup of company➢ Go-Live of corporate management system, standard cost and production report➢ Implemented corporate governance

ALUMÍNIO ARARAS LTDA. - (1996 – 2000) – A medium-sized domestic steel company.Financial and Admin Supervisor, responsible for accounting, tax and treasury dept.Sr. Analyst, Tax & accounting bookkeeping, management report, accounting and tax bookkeeping in accordance with state and county legislations, cash flow management, banks relationship.

Master Of Business Administration (Mba), Accounting And Finance

And Post; Bachelor, Accounting

Limeira/SP 2000 CRC 219636 (equivalent to CPA) MBA - Strategy Management (In Company) FGV/Dom Cabral 2007/2008 MBA - Controllership Tax &.