Marcelo Cid Email and Phone Number

Currently I’m responsible for the economic-financial management of the engineering team, with approximately 370 people allocated in 29 Plants in 4 different countries: US, Canada, Mexico, and Brazil. We have as main mission the implementation and management of all industrial projects of the company in America (with annual investments exceeding USD 500 million), as well as to elaborate and manage the budget (approximately USD 50 million) and the Investments (CAPEX/OPEX) of the follow-up, forecast and reforecast, result analysis and profitability and elaboration of the annual plan:* Headcount Management* Compensation variance analysis* Outsourcing Cost & Opportunity Analysis* Provide fast, accurate financial analysis and advice to business leaders.I perform Coach activities of the teams in the management of costs, deadlines, scope and quality in a transverse way between the teams of the various projects, ensuring the use of the Michelin methodology, which is very similar to PMI methodology and its good Practices. I’m responsible for the purchasing processes of the project follow-up (purchase to Pay), acting as a member of the supply Committee piloted by the Purchasing Board, assisting in the definition of the company's acquisition policies. Also, I have the allocation by the system of indicators of monitoring of performance of the projects, with the mission of well manage the information, to guide the teams in the analysis and to propose often developments in the tool in order to improve the Quality of the data. I Interface between the teams of South America and the company headquarters in France for financial matters of the sector and related to the costs of the projects, as well as periodic reports. Fixed Asset Management is part of my mission also.Today, I manage a team of three economic-administrative assistants who carry out activities among the various teams on issues related to purchasing processes, financial information management and project costs.

Responsible for the economic-financial management of the engineering team, with approximately 45 people allocated in 2 different cities in Brazil. We have as main mission the implementation and management of all industrial projects of the company in South America (with annual investments exceeding USD 60 million), as well as to elaborate and manage the budget (approximately USD 5 million) and the Investments (CAPEX/OPEX) of the follow-up, forecast and reforecast, result analysis and profitability and elaboration of the annual plan. I perform Coach activities of the teams in the management of costs, deadlines, scope and quality in a transverse way between the teams of the various projects, ensuring the use of the Michelin methodology, which is very similar to PMI methodology and its good Practices. I’m responsible for the purchasing processes of the project follow-up (purchase to Pay), acting as a member of the supply Committee piloted by the Purchasing Board, assisting in the definition of the company's acquisition policies. Also, I have the allocation by the system of indicators of monitoring of performance of the projects, with the mission of well manage the information, to guide the teams in the analysis and to propose often developments in the tool in order to improve the Quality of the data. I Interface between the teams of South America and the company headquarters in France for financial matters of the sector and related to the costs of the projects, as well as periodic reports. In this position I managed a team of three economic-administrative assistants who carry out activities among the various teams on issues related to purchasing processes, financial information management and project costs.

Working in the area of ​​industrial costs and inventory management, the team's work covers the financial monitoring of the entire manufacturing process and inventories of raw materials, products in process, finished products and spare parts. The main activities are the analysis of cost information, consumption movements and variations, valuation and general monitoring of inventories with coordination, accounting and support for the monthly closing of the manufacturing units. Monitoring of the entire manufacturing process, product reception and storage is also carried out. Monthly, preparation of several management reports to report the information to the head office in France. Planning and coordination of physical inventories of stocks are also part of the work routine.Effective participation in cost systems implementation processes from planning to post-implementation, sometimes leading teams, developing guidelines and identifying user needs.

n this role, I was responsible for all the management of the fixed asset and accounting routines inherent in this activity. The main activities were analysis of the variation of assets and expenses of depreciation and amortization, as well as the allocation in the correct units of the company and its impact on the monthly results. There was an effective participation in processes of implementation of patrimonial management systems from planning to post-deployment, sometimes leading teams, developing guidelines and identifying the needs of users.

I was responsible for the management of the fixed assets nationwide for approximately 7 years, and i having as main activities analyses of the variation of asset and expenses of depreciation and amortization, as well as the allocation in the correct units of the company, Bringing the impact on the monthly results. The function of coordinating physical inventories of assets in the manufacturing, commercial and administrative areas of the company throughout Brazil was also played. Even in this opportunity, there was the task of consolidating monthly accounting/financial information in IFRS format, through the Hyperion tool and management reports, and send this information to the company headquarters in France, as well as the analysis of budgets and their Quarterly revisions. I followed the implementation of the Sarbanes-Oxley Act and supported the improvement in internal controls related to consolidation and patrimonial management, with support to the audit team. I have had an effective participation in the processes of implementation of accounting systems, costs and patrimonial management from the planning to the post-deployment, leading the accounting team, developing guidelines and identifying the needs.