- Responsible for implementation and subsequent management of the financial department (managing finances, planning, costs, pricing, accounting and treasury) and restructuring the company as a whole- Budget Management of R$ 2 billion (Cost, G&A)- Direct relationship to the Board of Directors, directly managing 14 people (4 managers)- Monitored monthly budgeted reports versus realized results (Financial Statement, OPEX, CAPEX) and exposure to EXCOM and the board of directors; managed accounting procedures (IFRS)Main Achievements:- Successfully implemented of the Finance and Controlling department and subsequent management- Redesigned the corporate and industrial employee structure aiming for budgetary controls (costs,G&A), which provided a reduction in expenses around R$ 19.2 million per year- Implemented system of cost analysis (absorption, standard cost and ABC) of manufacturing units through process redesign, which resulted in discontinuing 35% of SKUs due to low margins- Increased margins per SKU around 6% through the implementation of both pricing department and a commercial approval system (contribution margin)- Implementation, control, analysis and management of costs, G&A, CAPEX, commercial meetings and was the main expositor of results with EXCOM (Executive Committee), resulting in the strategic decision to discontinue the operation of three industrial units with a total reduction in expenses (Costs & G&A) at around R$71 million per year and a consequent increase in EBITDA by 4%- Improved accuracy of results through the reorganization of the accounting department and implementation of IFRS standards- Co-responsible with the IT manager for implementing the Totvs ERP system

- Financial Director with the main scope being the company's turnaround, directly managed accounting, taxes, treasury operations, financial planning, IT and the personnel department- Directly managed 9 and indirectly managed 42 employees- Main purpose: improving results through analysis and reduction of costs and expenses aiming at a smaller cash mismatch, improvement in the operating margin and results as a wholeMain Achievements:- Implemented financial planning and analysis (FP&A) process, which resulted in the closure of 12 airport sales points (16% reduction in points of sale)- Implemented expense analysis, which resulted 35% expenses reduction (31 employees let go from HQ)- Negotiated with the main creditors with the aim to reduce the cash mismatchRe-implemented the Totvs ERP system- Redesigned the finance and IT area, improving the information accuracy for decision making

- Responsible for financial operations, accounting, tax and the SSC (Shared Services Center). Managed 8 direct and 37 indirect employees- Implemented monthly, quarterly and annual financial analysis variations (real vs. budget) according to the headquarters’ plans, assessment of risks, opportunities and actions necessary to achieve desired resultsMain Achievements:- Implemented a robust monthly forecast review system, integrating different areas of the organization- Restructured the SSC area with a headcount reduction and transfer of functionalities to the headquarters (USA)- Planned the downsizing of Brazilian operations together with the headquarters measuring the impacts and solutions for merging areas and redefining the new scope of the financial department