I am the partner responsible for global developing the Fractional-Ownership arm at Lana Development.

A real estate developer operating in the land subdivision and timeshare segments, which has launched the Hard Rock Residence Club in the city of Gramado.

Holding investor in Agribusiness, Industry and Multiproperty in tourism hotels throughout the national territory - Annual Revenue R$ 2 BillionI led the Company in building a plan to survive the crisis generated by the pandemic, engaging creditors, and creating the conditions for the Company to end up with a percentage EBITDA and cash flow close to pre-pandemic levels.I managed Cash Flow and managed debt in order to stabilize the Group during the post-pandemic recovery.I participated directly in the process of making the Group's businesses viable, which consisted of executing a recovery plan or selling the asset, with the sale being the most appropriate solution for the partners.I restructured the hotel chain based on three pillars: Increased profitability by changing the sales strategy, reducing expenses with the use of technology and processes, and debt restructuring.I reviewed the investees' strategy, implemented planning and control tools that ensured adequate visibility for decision-making and correction of results.I reviewed the hotel chain's sales strategy, influencing peer areas and laying the foundations for a 1,800% increase in EBITDA.

Hotel icon city of São Paulo – Annual Sales US$ 12 MMRestructured working capital, implemented strategic planning and budget framework, and developed several financial KPIs.Developed more effective controls which allow better visibility in decision-making.Hired a senior professional for succession, developed the team with increased department productivity.I changed the Company's strategy via a change in price positioning, generating an increase of 600% in EBITDA.

Steak house premium restaurant chain with national coverage – Annual Sales US$ 16 MM.Restructured bank and supplier’s debt.I stabilized the cash flow and reached 300% EBITDA growth through portfolio, suppliers and structure review. I implemented budget management and developed KPIs.I improved the financial cycle of the Company, which was negative due to the lack of credit, which returned via presentation of a solid profitability plan.

Management consulting office, interim management and participation, based in São Paulo that works with medium and large clients.I participated in the implementation of the methodology ZBB (Zero Base Budget) in a large textile industry, exceeding the expectation of reduced spending on the project contracting.I participated in the review of strategic planning and negotiation with the client's Board of Directors to implement the planned gains.

Consolidator of the real estate sector from Vinci Partners with national operations and headquarters in São Paulo - Annual Sales US$ 1 Bi.I implemented the Corporate Budget Management department, results meetings, preoperation of ZBB methodology, dissemination of control culture and processes.I implemented the Matrix Management of Expenses, a control methodology that allowed the Company to manage the achievement of targets at all company and correct deviations proactively during the period.Implemented the financial planning department in the largest regional company, from hiring the team to adapting processes, maintaining communication, planning and controls.

Invested in the pharma retail of BTG Pactual bank – Annual Sales US$ 600 MM.I restructured all management processes in the invested Cia to implement Corporate Governance and a new corporative culture.I directly supported the reimplantation of the Distribution Center, and worked on stabilizing store performance and building reports for headquarters.I generated gains of US$ 1,2MM in the first 12 months via restructuring, people (Staff optimization) and dismantling of various groups that promoted fraud.

Burger King Franchisee to four States of Northeastern Brazil with headquarters in Recife-PE - Annual Sales US$ 6 MM.I restructured the company's strategy, promoting sales growth in the period of 35% per year and, added to the review of structure and suppliers, I generated a growth of more than 250% in the Company's EBITDA.I led the new stores project winning the disbelief of partners at results from the first wave of expansion, and the lack of funding for their implementation, opening three profitable business units and three kiosks ice cream that contributed to the increase in EBITDA.I changed the Company's portfolio, pricing and marketing strategy, customizing it for each market, which allowed for an increase of 35% per year in sales.