Marcelo Zander Email & Phone Number

Niterói, Rj, Br

Niterói, Rio De Janeiro, Brasil

Niterói

- Budget preparing and execution.- Public policies analysis.- Fiscal analysis.

Niterói, Rio De Janeiro

Niterói, Rio De Janeiro, Brasil

Niterói, Rio De Janeiro, Brasil

Rio De Janeiro E Região, Brasil

São Paulo Area, Brazil

Member of the working group to discuss problems with the manufacturer and find solutions to the Scania dealers network in Brazil. - Negotiated with provider "umbrella-type” contract of telecommunications for country's dealers, resulting in lower overall cost.- Developed management support projects and performed, together with Scania Brazil, standard indicators for the country's dealers, which allowed the network to benefit benchmarks for sales, accounting, financial, HR and inventory.

Rio De Janeiro Area, Brazil

Headed several projects of improvements and optimizations for enterprise management, as well as advice and liaising with senior management and their business teams, when it came to surveys and data analysis - cash flow, targets of directors, sales, market -share, stock, financing, business feasibility analysis, assisting them in making decisions.- Planned implementation of Shared Services Center and contributed in the first steps for the SSC which is in development.- Structured, along with teams, financial and accounting plans and the parameterization of the systems, which impacted on higher information and processes agility.- Convinced the direction to invest in specific real estate contract, showing risks and conditions, obtaining return of 32% p.a. at 36 months (against 10.5% p.a. of base interest rate at the time).- Intermediated negotiations for submission of proposals, evaluating several properties for acquisition of 3 floors, of which 1 was occupied and 2 showed great investments.- Evaluated and hired architectural firms for the design and execution of work on the property purchased. Among the actions, highlight: i) coordination of works property - progress, receiving invoices and ii) budgeted vs. actual monitoring. The project was delivered on time and within the planned amount initially budgeted.- Coordinated the balance reconciliation project and formally deployed fixed asset policies, developing tools to calculate new values and useful lives of assets, as well their inputs in the system.- Coordinated the change design of visual identity of the group, in partnership with agency, participating in the choice of the new logo and production of new promotional material.- Coordinated the implementation of social projects, providing the company achieve social function and be recognized by the next community as a value company. More than 4,000 children seen in over 10 years of project.

Rio De Janeiro Area, Brazil

Structuring and management of the IT department, from governance to infrastructure, and more than R$ 5M budget management (approximately US$ 1.5M).- Defining IT strategy, with Balanced Scorecard (BSC) and CobiT, developed Information Security Policy; formulated the Business Continuity Plan for electronic invoice.- Managed IT department using ITIL, with 15 professionals supporting 1,000 users at 18 brazilian locations, with actions that resulted in greater user satisfaction and released IT staff for other activities, such as:. Leadership datacenter physical structure to meet the growth of business and the legal requirements.. Annual procurement plan development.. Update of the software situation, with the implementation of procurement policies and approval of suppliers and installation tools for automatic monitoring of computers and softwares. Compliance, confirmed after external audits and inspections.- Increased customer satisfaction and professionals with availability growth of e-mail service: cloud deployed and Microsoft Enterprise Agreements (EA/EAS).- Influenced top management to change ERP for Scania dealers and led the process to transfer the hosting to the manufacturer Datacenter:a. Gain in process efficiency and reduce costs, especially improved inventory control and 30% reduction of the management staff.b. WLM was the first group of dealers who acquired such a system, which then became manufacturer’s standard.c. Reduction of costs and time with support, maintenance and contracts management.- Took the lead for the selection and implementation of ERP for the holding, with multidisciplinary team.- Influenced senior management in the previously chosen ERP change approval due to deployment that did not achieve the success expected. It was perceived greater agility in the processes, as well as the medium to long term cost reduction.- Headed the development of website and intranet.

Rio De Janeiro Area, Brazil

Attended business review meetings, approved budgets and contributed to making strategic decisions and suggestions for improving corporate governance. After the mandate acted as Secretary of the Board.

Executive Education, Finance And Accounting

Executive Education, Business Management

Mba, Business Management

Postgraduation, Financial Management

Bachelor'S Degree, Computer Science, Emphasis In Systems