Marco Aurélio Machado Email & Phone Number

São Paulo Area, Brazil

• Reporting to the Brazil CEO and the CFO of Alstom Transport at the company’s headquarters, was responsible for leading a team with more than 120 people based in Mexico all the way down to Argentina, working in.
• Structuring of the Brazil Finance team (Treasury, Taxes, Accounting and Controlling) for the new organization following the sale of the Energy Division.
• Changes in the new organization’s funding strategy led to cost reductions in excess of R$20 million.
• Review of the hedging strategy resulted in cost reductions in excess of R$4 million.
• Redesign of import logistics allowed for a VAT (ICMS) credit reduction of more than R$20 million/year.
• Successful implementation of the new control structure over local content required by the BNDES.

São Paulo Area, Brazil

• Reporting to the Brazil CEO, the corporation’s Global Controller and Senior Vice President of Global Shared Financial Services, was responsible for leading a team of more than 150 people, working in Treasury, Taxes.
• Recovery of more than €10 million in PIS/Cofins tax credits.
• Implementation of the Shared Financial Services Center, obtaining a 20% cost reduction.
• €3.5 million reduction in indirect material supplier costs.
• Execution of the Energy Division spinoff, which was sold to GE.
• The new Insurance strategy and review of Corporate Tax controls (Income Tax/Social Contribution on Net Income - IR/CSSLL) led to gains in excess of R$8 million in 2014.

São Paulo Area, Brazil

• Reporting to the Brazil CEO and the Global Senior Vice President of Finance at the company’s headquarters, was responsible for a team of 80 professionals in Venezuela, Panama and Brazil. Responsibilities included all.
• Implementation and stabilization of the joint venture in Rondônia to produce hydro-mechanical equipment for power plants.
• Successful implementation of project Big Bang SAP in 12 months and within the budget.
• Active participation in doubling company sales in Latin America.
• Tax savings of €5 million following the company’s tax restructuring process.

São Paulo Area, Brazil

• Reporting to the Brazil CEO and Global Financial Vice President at the company’s headquarters, was responsible for a team of 80 professionals in Venezuela, Panama and Brazil. Responsible for all Financial and.
• Recovery of R$13 of the R$20 million in arrears after more than 10 years of judicial litigation (Baruito).
• Cost savings of €5 million in the hedging strategy for execution of a long-term project based on transactions among affiliated companies.
• Reorganization of the Finance team, contracting new talents with succession potential for top financial positions.

São Paulo Area, Brazil

• Reporting to the CEO for Brazil and the Americas, was responsible for a team of 70 people at the Piraí plant in Rio de Janeiro. Responsible for all Financial, Legal, Information Technology and Human Resources.
• Sarbanes-Oxley Act (SOX) implementation in five months, in alignment with company guidelines.
• Installation of a new paper machine with an annual production capacity of 5,000 M/T, focusing on the external market and comprising a US$13 million investment.
• R$500 million in transfer-price cost savings.
• Leadership of a US$9.5 million cost-reduction program, comprising the entire company structure.
• Review of working capital management processes, leading to a 10% annual improvement in cash flow.

São Paulo Area, Brazil

• Reporting to the Financial VP for South America, was responsible for coordinating a team of 50 professionals in South America (Brazil, Argentina, Colombia, Chile and Venezuela), managing an annual budget of US$3.6.
• Preparation of financial statements in BR-GAAP and US-GAAP for 21 business units in South America.
• Administrative and financial management of the Pension Fund, with assets totaling R$130 million and optimization of administrative processes, leading to gains in excess of US$100,000/year.
• Coordination of special accounting studies (divestment, acquisition, joint ventures).
• Leadership of the Sarbanes-Oxley Act (SOX) implementation process.
• Implementation of a new legal entity for activities in the textile sector in Brazil, Argentina and Colombia, with a subsequent focus on spinning off the operation.

São Paulo Area, Brazil

•Reporting to the Business Director and Financial VP for South America and Global CFO of the Business Unit, was responsible for coordinating a team of 20 professionals in South America.

São Paulo Area, Brazil

During this period, was responsible for implementing a new cost methodology.

Modelo De Excelência Da Gestão - 21ª Edição, Business/Managerial Economics

Mestrado Em Administração De Empresas, Gestão De Negócios

Specialization, Coaching

Mba, Project Management

Advanced Management Seminar (Singapore)

Six Sigma Green Belt Certification

Post-Graduation, Finance

Bachelor'S Degree, Accounting

Master Of Science (M.Sc.), Business Administration, Uncompleted