Leandro Cordeiro Email & Phone Number

Americana, São Paulo, Brasil

Senior Finance position, part of the Plant leadership team with focus on Finance business partnering related to all finance related information (Budget, Forecast, Actuals)Management of Raw Material and Conversion Costs estimates and monthly ClosingCapex Management and Projects finance KPI’s calculationPartner with Local FP&A and Regional finance team to all the topics related to CostsMonthly closing analysis and presentation to the leadership team (Regional and Local)Management of 2 analysts and 1 intern

Jundiaí, São Paulo, Brazil

Management of all finance area: FP&A, Treasury, Controlling, Tax and also responsible for Facilities area in BrazilMonthly tracking of financial results and management of all accounting reports to the government entities.Development of Analysis and quarterly presentations for the shareholders of the companyImplementation of new management process for expensesRestructuring of some positions scope and also creation of new areas with finance scopeReporting directly to the president/Shareholder and also for the LATAM CFOManagement of a team of 8 people

São Paulo, Brasil

Support function to the Operations Director for LATAM Region focused on Flavors BusinessManagement of a diverse team located in Brazil, Mexico, Argentina, Peru. This position reports directly to the Corporate Nourish Operations Finance Director based in USA.Focus on Material Cost and Manufacturing expenses management, monthly closing activities and results reporting to Corporate, Budget and Quarterly Forecast process managementManagement of Standard Cost process (USGAAP), Write-off management, Costing books into SAP (Accruals, Amortization of variances, etc)Support Business Team, Pricing team with all information and analysis related to overall cost impact in the projectsManagement of CAPEX projects related to the plants along the LATAM region being the owner of DCF (Discounted Cash Flow) Model and responsible for the project finance calculations

São Paulo, Brasil

Finance Management of Nourish Business Unit Results, working close to Sales Team, Pricing and ManufacturingMonthly closing focused on Costing Activities, Expenses management and analysis and P&L consolidationPresentation of finance results to Business teams and LA Finance ManagementCosting Harmonization Project managementManagement of one analyst and one third party employeeFinished Goods and Raw Materials Transfer Price definition and management

São Paulo

Finance Support for Sales team managing the Channel Investiments Budget (Around 46 eurM year) and managing commercial conditions (ON and OFF Invoice discounts: Around 100 eurM year).Team Leader of 2 coordinators and 1 intern.Management of key report for sales team with informations like P&L by Channel, by Region and By Customers and support for sales teams on the analysis and detailed information requests.e-Commerce business P&L management, with quarterly results consolidation, results analysis, KPIs management and communication of results with Business Leadership and Global Leadership teams.Finance support for New Business and New Channel initiatives, supporting Business Cases and analysis driving top management decisions.Achievement of Covid 19 business review targets for Q2 2020.

Campinas E Região, Brasil

Global IT Operations ZBB (Zero Based Budget) management of all packages with yearly costs of People Package (USD 2.0Mio), services (USD 500 K), Travel (USD 200 K) and Technology Costs (USD 115 Mio)Team leader of 3 direct analysts and indirect management of a shared services team of 2 analysts and 1 third-party, responsible for recruitment, training, development and performance tracking. Annual Budget development and management of Global IT Operations area with strong contact with Regions (South America, North America, Middles America, Europe, Africa and APAC) on the intercompany cost cross charge processes.Results analysis building monthly variance analysis (Actual vs Budget) and forecast revision mapping risks and opportunities on the Financial Targets for the year, keeping close work with the areas on the changes needed.P2P end to end process management: Contract approval, Purchase Requisition and Purchase Order creation and payment tracking.Responsible for the Monthly closing tracking, guarantee that the deadlines are achieved, all accounting entries are correctly booked, and all corrections are done in a timely manner.Development and consolidation of KPIs monthly reports (Excel, PowerBi) and alignment of results with all directors.Achievement of Technology Package target of 2018 delivering Savings of USD 3.0Mio and on 2019 already achieved H1 targets delivering savings of USD 4.4MioCreation and management of Operations SLAs working with the teams on the processes improvements and better results achievement.

São Paulo Area, Brazil

Working as Business Controller of Consumer tires BU with Annual Gross Revenue of USD 1 Bi.Full P&L management focused on Revenue analysis (Volume x Mix x Price) and profitability (Gross Margin) by channel, by Client and by Product categoryOwner of Annual Budget and Monthly forecast review consolidating and analyzing the results from Volume to Ebit.Partnership with FP&A team on monthly reports update and results presentation to the LA Leadership team.Strong interaction with Pricing and Marketing teams on monthly commercial actions and Price Policy with impact calculation on the Business Unit results.Participation on the monthly S&OP meetings contributing with finance inputs on the decisions of prioritizations, focusing on Production constraints vs Sales potential for the period.Finance representative on Project Gates being the responsible for Business cases preparation together with Original Equipment area for Project approvalsInventory management with the Controlling team, defining strategies to reduce inventory levels equalizing Profitability vs Discounts vs Sales Volume. Collaborative work between Finance, Pricing, Marketing and Strategic Sales teams.Volume (600 K units) and Ebit (USD 45 Mio) target achievement of 2017

Regional responsible for strengthening Zero Loss Culture along the Latin America Region (5 Plants) through the management and Control of Zero Loss Calculation MethodologySupport Manufacturing and Supply Chain areas providing Zero Loss calculations results analysis and alignment of possible improvements to achieve better efficiency or direct loss reduction with areas involved.Participation on a Global training to cascade the guidelines and calculation methodologies to the plants, leading a workshop in Peru joining all Energy teams from the plants to implement semesterly Zero Loss calculations.Lead workshops in Chile and Mexico to implement the same Zero Loss methodology to the Warehouse workstream with annual calculations.

Finance management of Regional Procurement area, ensuring that all activities were performed accordingly by the local teams in Brazil, Argentina, Venezuela, Mexico and Andean Cluster.Management of Indirect purchased costs of R$ 300mio and Raw Material costs of R$ 1Bi in Latin America region, performing procurement savings reports and working close with FP&A team on the results consolidation.Annual Budget creation reporting Procurement Savings/Headwinds and also building Raw Material reposition cost (Representativeness of 70% of total cost) and strong contact with Plants on the information alignment. Fx-Rate impact analysis on the raw material costs using pricing negotiations guidelines to build strategies to reduce impacts and build estimates for future months.Lead the Implementation of Powersteering tool (Savings reporting tool) in Latin America as a pilot to the entire world, sharing lessons learned and process opportunities to the other regions.

Support to the Technology and Operations area, responsible for the control, analysis and monthly closing expenses, assuring correct account allocations and load the information in the main systems used.Variance analysis with the report of results to the Latin America region team, working with the areas on the deviations to build action plans to achieve the annual targetsManagement of 1 analyst tracking his performance and development.Participation on the 2011/2012 budget and monthly estimatesStrong interaction with HR team to build People costs estimates and actual costs trackingInteraction with function areas on the management of IT contracts costs

Responsible for the Competition analysis process with Regional scope (Latin America), keeping direct contact with local structures supporting Food and Home care categories. Management of 1 intern (Shared with other coordinators)Started in Foods category where I implemented the first shadow P&L (Nestlé) and created all the routines following the processes of Home care category that was much more mature.Support to the Marketing team, focused on competition finance information, futures launches, marketing campaigns and any threat to Unilever.Track and monitor of competition product portfolio, movements in other regions, investments.Worked in the Home Care category also, focused on P&G analysis and was responsible to the Implementation of Ypê first shadow P&L with interaction with all areas like sales, production, procurement to gather all the information available about the competitor and defining assumptions.

Working in the Pricing department of Beer Business Unit in the National wide Scope with strong relation with all Bottlers of Coca-Cola System in Brazil and Finance Support to Sales and Marketing areas providing new products launch analysis and ad-hoc projects.

FP&A Department focused on the Result Analysis, Expenses Management and Support Annual Budget Process.Accounts Payable and Cash Flow control

Treasury Department routine, Daily Cash Flow, Banking Account, Loans and Investiments management and Control

Specialization, Corporate Finance

Bachelor’S, Economy