Responsible for the Financial Planning; Budget, Forecast, Treasury & Cash Management (Payables And Receivables) prioritizing liquidity and efficient economic performance of the company portfolio, monitoring, influencing and supporting the Holding and the BUs to obtain a return on invested assets, focusing on operation and efficient management of cash and working capital, aligned with the shareholders’ goals.

Responsible for the Budget/Forecast and monitoring of performance of the company portfolio (revenue around R$ 15 billion), influencing and supporting the Holding and the 8 BUs to obtain a return on invested assets, prioritizing operation and cash efficiency. Reported to the Financial Committee and Board of Directors of the Holding, with a team of 20 people, played an important role to shareholders’ goals. Led the External Audit corporate process and interfaced with the Treasury Department in the management and debt restructuring;Full member of the Fiscal Council at CCR S/A (2020 to 2021), CPFL S/A (2012 to 2016) and Alpargatas S/A (2011 to 2014); member of the Audit Committee in InterCement (2016 to 2018).Achievements:• Real Estate: revaluated the CCDI Business Plan for potential value creation with NPV R$ 120 MM and IRR > 20%, aiming the continuity or not of the business;• Holding: participated in the debt restructuring of R$ 4 bi and in negotiations with the main creditor banks and we managed to reduce costs and exposure levels, including the BUs (guarantees);• Shipbuilding BU: identified opportunities for alternative uses to Atlântico Sul Shipyard facilities to optimize and bring incremental EBITDA up to R$ 60 MM and presented to the Board the basis for implementation;• Co-led, with McKinsey, the team that worked in the leadership succession (from second to third generation of shareholders) and implemented a new role and governance models for the Holding; implemented committees, new ways to manage strategic planning processes and assets, based on value creation concept, rigorous risk management, meritocracy and on the concept of allocating capital, following the shareholders’ goals and ambitions.

Responsible for the M&A of Santista project aiming at agreements with possible interested parties (Funds, Banks, Competitors, among others). Led specific business process to improve Textile, Shipbuilding and Real Estate BUs, implementing actions to allow business continuity, optimizing resources and supporting operations and financing activities to improve organic/M&A growth.

Reported to the CEO; managed a team of 6 people. Led the expansion of the company through M&A projects and co-led the professionalization process, implementing new processes (Budget/Forecast) and controls to achieve a successful IPO.Achievements:• Led the acquisition (Valuation, MOU, Association Agreement, Business Plan and integration) of companies (states of São Paulo, Bahia, Paraná and Distrito Federal), involving R$ 40 MM and earn-out clauses; established key control processes and monitored newly acquired businesses;• Implemented financial planning processes (Budget/Forecast), using financial key performance indicators (KPI) and structured presentations for the capital market.

Responsible for the Corporate Budget/Forecast (FP&A) of operations in Brazil, Argentina, Mexico, Spain and Morocco, with global revenue around € 400 MM. Reported to the Corporate Finance VP in Madrid; responsible for managing a team of 8 people and regional controllers. Supported and represented the organization’s finances in capital markets (Brazil and Spain).Achievements:• Joined the team that led the M&A and integration process after the merger in Spain and Mexico (US $ 62 MM);• Co-led the project to balance the capital structure of the company, increasing the capital in Spain (€ 40 MM) and restructured debts, represented the finances of the company in Brazil and Spain;• Conducted, negotiated and finalized the Bovespa delisting project, with a significant reduction of fixed and variable costs in approximately of R$ 8 MM;• Defined and implemented the Cognos Planning tool to support the corporate planning process; integrated this tool to the acquired operations, resulting in a process more agile, standardized and simpler.

Reported to the Steel Division Controller between 1990 and 1994. Worked in the costs area, determining prices and analyzing finances; identified distortions, conducting simulations and scenarios, reducing costs and increasing profits through different alternatives. Started working at the Holding Division in 1995, reporting to the Corporate Controller regarding the FP&A activities of the 3 main Divisions: Steel, Wheels and Cylinders.Achievements:• Structured (Development/Presentation/Framing/Approval) the direct operation of US$ 50 MM with BNDES to update and enhance the three main Divisions;• Developed and implemented an integrated system for calculating profitability based on customer, product and market (ABC curve) in the Wheels and Steel Division, benefiting the Commercial and Cost areas in commercial practices and sales price determination.