Luiz Walter Migueis Silva, Msc Email & Phone Number

Rio De Janeiro, Rio De Janeiro, Brazil

The company dedicates to the creation and sale of unique sculptural jewelry, home decor, and interior design.

Rio De Janeiro Area, Brazil

• Financial and administrative management of the company, focusing on:o Financial planning, forecasts, and budget control;o Negotiation with suppliers and financial institutions;o Control of accounting, treasury, and handle of external auditing;o Management, development and control of financial and administrative processes;o Relationship with the Board of directors and the Officers;o Development, presentation and approval in the Board of a Business Plan and valuation of a new Light’s Group project;

Rio De Janeiro Area, Brazil

• Render of consulting services to customers involving the following:o Financial, operational and administrative reorganization (turn around);o Bank debt negotiation, getting of funding, structuring of the financial area including selection and training of the teams.o Negotiation with suppliers, customers and financial institutions;o M&A operations involving: preapring the company to sale, valuation, and negotiation with potential buyers;o Formation of and participation in Board of Directors setting rules and proccedures.o Reorganization of the Supply Chain areas.• Sector of the mains clients to which the services have been rendered so far:o Navigation Agency, Automotive Dealer, Food (2), Information Technology;• I have been working as financial and administrative manager of UHE Itaocara S.A. since November 2015. Light and Cemig own the company which aims to implement and operate a 145 MW hydroelectric power plant in Paraiba do Sul River, around Itaocara and Aperibé cities, northwest of Rio de Janeiro State.

Rio De Janeiro Area, Brazil

Rio De Janeiro Area, Brazil

Responsible for managing the procurement and supply chain area of all HRT’s companies in Brazil and for developing standards and processes in all the areas of the gorup’s companies. Focus on cost reduction, control improvement and optimization of the capex needs. In 2012 implemented a number of controls, promoted contract renegotiation and new bids, resulting in costs savings of nearly R$29million. In 2013 has been the head of a team in HRT responsible for transferring all the contracts referred to the Polvo oil field from BP to HRT and for negotiating a number of new ones.

São Paulo Area, Brazil

• Head of the financial and administrative areas of the business including: treasury, cash management, budget control, financial planning, forecasts, business plans, business development, pricing, controllership, internal controls, reporting, taxes, insurance, risk analysis, relationship with shareholders and the Board of Directors, supply chain, Legal department and facilities;• Some works to highlight: a) Development of the company’s business plan. b) Set-up with the success of the cost-cutting program and budget control process. c) Restructuring of the financial and administrative areas creating and improving internal control processes based on Corporate Governance principles. d) Change of pricing and tax concepts making the products more competitive, helping the company to operate in new market segments, and allowing it to record the highest sales growth over the last 3 years. e) Renegotiation of debts with banks and suppliers as well as current contracts with the main suppliers, getting lower prices and longer payment terms; f) Valuation of potential acquisitions and development of new strategies with the purpose of maximizing the Shareholder Value.

Rio De Janeiro Area, Brazil

• Head of a team responsible for the financial and administrative aspects of the business including treasury, cash management, budget, financial planning, business plans, controllership, internal controls, accounting, financial statements, reporting, insurance, risk analysis, relationship with shareholders, and the Board, Human Resources, Legal Department, IT and facilities.• One of the responsible for the company development including the conception of the initial business plan (Light Telecom) and contraction of funding for the investment and its growth. One of the credit facilities contracted was a US$ 8,5M loan from KFW (German Development Bank) with an 8-year payment term and cost of Libor+0.6% p.a. • The company became very profitable over the years, recognized with important international and national awards. a) The most financially sustainable telecom operator in Brazil – Revista Isto É Dinheiro 2008. B) The best Latin America Telecom operator and finalist of the best international carrier in the world - WCA (World Communications Award 2008). c) The best new and niche operator in the world – Capacity Global Wholesale Awards 2008, among others.

Rio De Janeiro Area, Brazil

• Development of electric generation and new business projects with a focus on financial modeling, a search of funding alternatives, and partners. Some projects: development of Light Telecom (later AES Com Rio), acquisition of Eletropaulo, the largest energy distributor in Brazil for R$ 2.0 billion (nearly US$2 billion),• Negotiations for the start-up of a thermoelectric plant (Norte Fluminense) and valuation of a number of hydroelectric and thermoelectric plants, among others.

Rio De Janeiro, Brazil

• One the responsible for the company’s management.• Reorganization of companies, structure, and coordination of consortiums for advising the sell/buy- side of companies to be sold, including preparation of advising proposals, valuation, modeling the sale, and presentation to potential investors.• Major M&A projects: • Cachoeira Dourada S.A. Project manager of a consortium made up of 9 companies led by Leasecorp for advising the Goiás State Government in the privatization of the 568 MW power generating company in the State of Goiás. The company was sold for R$ 780 million in an auction in the Rio de Janeiro Stock Exchange. It was the first privatization of a generating company in Brazil.• Privatization of the subway (Metrô) and train systems (Flumitrens) of the Rio de Janeiro State, of 9 companies of the Camaçari Petrochemical Pole and of CSN; sale of Conepar’s stake in Metacril and of Bahia State Government’s participation in Bahiafarma; MBO of Armco do Brazil; sale of Petroquisa stake in Poliolefinas and Petroquímica União, among others.

Rio De Janeiro Area, Brazil

Development of privatization, debt to equity and financial consulting works and credit analysis of companies and banks;

Equity and credit analysis of corporations and listed companies in the Brazilian Stock Exchange.

Finance Leadership Development Program, Finance, General

Activities and Societies: Financial Leadership Development Financial Leadership Development

Msc, Administration

Master in Sciences

Mba, Finance

Executive Master in Business Administration

Bachelor, Engineering

Civil Engineering