Gestão financeira de investimentos e US Business• Responsável pelo mapeamento e definição da maturidade de dados, revisão de processos e fluxos de dados.• Liderança do processo de elaboração do Orçamento Anual e do Rolling Forecast para Investimentos e US Business, com alinhamento estratégico.• Realização do fechamento gerencial e preparação de apresentações detalhadas para acompanhar o desempenho realizado versus orçado de todos os produtos e canais, comunicando efetivamente com os stakeholders internos nos Comitês executivos.• Análise financeira dos projetos de investimento (VPL, TIR e Payback) e suporte para priorização dos investimentos.• Revisão do modelo de projetos CAPEX de tecnologia, desenvolvimento de modelo de acompanhamento, melhorando orçamentação, conhecimento e acompanhamento de projetos.

Criação de conteúdo de planejamento financeiroMentoria voluntáriaGrupo de estudos e outros eventos

Reporting to the Executive Manager of FP&A overseeing 9 team members.• Responsible for financial planning of expenses, managing approximately 5 billion BRL.• Complete restructuring of the Expense area, creating new activities such as process improvement, automation, creation of systems, and forecasting models.• Management of a multidisciplinary team (data, analytics, products, finance).• Leading the process of Annual Budget and QBR (Quarterly Business Review) preparation, ensuring strategic alignment.• Conducting monthly management closing and reporting to the board with variance analyses and projections.• Financial analysis of investment projects (NPV, IRR, and Payback) and support for investment prioritization.• Conducting ERP benchmarking and data from similar banks, optimizing operational performance.• Leading the adaptation of cost centers to meet Business and Finance needs, increasing resource allocation accuracy and financial visibility.• Leader of the SAP Back to Standard project, optimizing processes and integrations.Key achievements:• Creation of financial solutions, offering self-service applications: reducing the time for the accounting team to record provisions by 80%; reducing the time for managerial expense closing from 2 days to 3 hours.• Review of CAPEX structuring projects, increasing the net margin of 2023 by 2 percentage points.• Development of dashboards reports ensuring 360° management of SG&A and D&A.• Structuring the Project Committee for visibility and control of implementation adherence and results.• Development of a new expense and cost categorization model for visibility and BU monitoring, ensuring engagement in budget management.

Reporting to the FP&A Manager with a team management of 4 employees• Responsible for financial planning of non-people expenses, managing approximately 1.5 billion.• Leadership in the Annual Budget process in Anaplan.• Conduct exploratory and investigative analyses, directing insights and data-driven decisions.• Review of cost center model to meet the company's new hierarchy, divided into Business Units.• Mapping financial processes and developing action plans for efficient monthly closingKey achievements:• Establishment of expense committee, identifying over R$100 million in savings.• Standardization processes and achieve a reduction of up to three full-time equivalents (FTEs).

Reporting to the Executive FP&A Manager and Operations Director.• Development of Calculators (NPV, IRR, Payback) for operations projects contributing to critical investment analysis.• Co-responsible for the development of unit costs for each operations process.• Cost optimization with efficiency mapping in headcount, contracts, workflow review and outsourcing.• Budget tracking, explaining deviations and correcting allocation and accounting entries errorsKey achievements:• Mapping efficiency opportunities for Expense Challenges including review of 100% of contracts, achieving 20% reduction in operations budget and reducing unit cost by 15%.• Headcount pyramid review, improving SPAM by 25%

Reports to the Efficiency Manager and supervising 4 staff members.• Responsible for managing the Efficiency Project in partnership with McKinsey for the Operations, Customer Service, Retail Banking, Legal, and Marketing Divisions, including presentations to Division and Executive Board committees.• Responsible for the consolidation of monthly managerial closures and FYF in partnership with dedicated finance areas of the directorates, analyzing and reporting deviations MoM, YoY, Actual vs. Budget to leadership.• Development of strategic comparatives such as building discount rates and the impact of returning to an in-person model.Key achievements:• Implementation of efficiency projects 15% above the financial target.• Delivery of an action plan for outsourcing 100% of internal operations with annual efficiency exceeding 100 million BRL per year. • Achieved 30% efficiency in real estate expenses, with the delivery of 4 buildings and rented corporate floors.

Reporting to the Strategy Manager• Responsible for the monitoring monthly routine of actual vs. budget, including justifications for budget variances and preparation of executive presentations.• Support for strategy and projects• Creation and validation of calculators and monitoring projects with an impact on customer service.Key achievements:• Achieved a 25% reduction in division costs through strategic digitization projects, consolidation of operations, and outsourcing of internal services.• Maintained 100% budget adherence across all supported superintendencies.

Reports to the Superintendent, managing a team of 19 employees. • Develops Strategic Planning for card service between 2017 and 2020, encompassing forecasts, budgets, strategic projects, and both tactical and operational KPIs.• Evaluates project calculators, ensuring the validation of used KPIs and assumptions.• Designs a performance-based pay model for outbound Card sales centers.• Creates and monitors sales including overseeing the validation and payment process.• Manages clarifications and reporting to BACEN for Card Services.• Develops a predictive model to identify customers likely to lodge complaints through external channels.• Integration of customer service with the acquisition of Citi's credit card operations.Key achievements:• Reduced the unit cost of card services by 11%.• Decreased customer complaints through external channels by 60%.• Achieved a 130% increase in the volume of personal credit sales through receptive channels.

• Responsible for the monthly routine of monitoring the monthly deviations between actual versus budgeted, justifications for budget variances to Finance and the Customer Service Director.• Responsible for the budget of the superintendence and defense of the proposal to the Head of Cards• Consolidation and analysis of the Budget.• Creation, defense, and implementation of efficiency projects• Review of hubs among suppliers ensuring better cost x benefit allocation• Delivery of scenarios for risk reduction with suppliers

• Risk management in outsourcing, covering the largest set of suppliers for the institution, minimizing vulnerabilities and strengthening the supply chain.• Strategic planning of the supplier map, including migrations, equalization of demands, and contractual analyses, optimizing efficiency and compliance in partnerships.• Development of a Balanced Scorecard for the strategic allocation of volumes among suppliers, improving resource distribution and operational efficiency.• Collaboration with the external consultancy Teletech USA in creating a new customer service model for Itaú, innovating in customer service practices.

Career acceleration program in the commercial área, reporting to the Superintendent of Mortgage Credit• Support to the commercial team of the agency for the sale of Personalite mortgage credit• Training of commercial managers• Testing and improvement of tools for online contracting – Imobline Itaú• Development of strategies with investment advisors• Dedicated consulting for high-standard clients

Reporting to the Vice President of Services• Responsible for process review and quality assurance;• Creation and monitoring of KPIs for performance analysis of field technicians;• Development of efficiency projects, customer retention, and emergency action plans.

Reporting to the project manager• Responsible for structuring the PMO Sharepoint project for the Retail Bank, a project management hub.• Mapping and controlling activities, preparing materials for committees for the creation of the Itau-BMG Joint Venture;• Co-responsible for the New Technologies Laboratory event (preparation of the script, monitoring of assemblies, participation during the event, setting up indicators for satisfaction surveys).