 Mapping company processes and business plans development within including Risk managements, ESG perspectives for industries, and suppliers desired qualifications for ESG requirements in supply chain for different countries. Implementation of social responsibility and sustainability areas.

 Mapping all company processes and procedures within company culture, showing opportunities of growth, and also possible risks. Priorization of all company goals in the short term and long term alignment with ESG supplier qualification risks. Implemented Sustainability and Social Responsibility areas. Definition of process, procedures and closing contracts with NGOs and local community centers. RCA (Root Cause Analysis – 5Whys methodology) implementation procedure for revenue improvements and quality assurance targets. Developed Code of Ethical Conduct with shareholders. Completed Social Media policy suggestion. Redefining Finance, HR, IT, Security, Procurement and Legal areas process Developing KYE, KYS, KYC, KYP procedures Conduct and finished Vendor Contract negotiations for more economical and sustainable new industrial boiler.

 Business Plan development. Build Strategic Planning scenarios Negotiation with strategic vendors Financial area implementation Marketing and Sales areas implementations

 Restructuring and negotiating debt profile with banks, increasing cash flow Accounts payable and accounts receivable optimization reports Build Strategic Planning scenarios Financial planning scenarios and implementation ERP analysis for Dairy segment and evaluation for implementation Taxes review and benefits opportunities Fixed assets review and evaluation

Position: Finance Operations Director for Finance and HR – Syngenta  Restructuring and updated all processes, policies and procedures, with market best practices application, partnering with Global team. Revised up to 200 financial and HR processes, respecting local laws and compliance. Responsible for attending internal and external auditing from both Capgemini and Syngenta. Implementation of Tax platform to automate and drastically reduce obligations and payments with no proper controls.  Reduction of 35% of FTEs in Finance and Human Resources, through process automation – Robot Process Automation – and management improvements. Rolled out a pioneer program in Lean Six Sigma training, achieving 30% more productivity. Management through KPIs, SLAs and reverse SLAs, reaching the highest client level satisfaction.

 - Advice and Support to small companies and law offices. Restructure of process and procedures in finance (Controlling and Treasury) and administrative areas (HR, Supply, IT). Review and improvement of financial and administrative information. Cost structure implementation

Position: Superintendent of the Shared Services Center  Responsible for the implementation, structuring and operation of CSC, involving Finance, Information Technology, Human Resources, Supply, Education and Quality and Performance (Call Center) fields.  Reduced FTE’s in 30%. Restructuring of processes, politics and procedures. Implementation of Call Center that serves the headquarters and all Sesc and Senac ARRJ units. Elaboration of IT Strategic Planning – New Systems and readjustment/replacement of IT infra-structure. Implementation of Information Security and Governance. Support to 2907 collaborators and 65 units in the State of Rio de Janeiro. Structuring, implementation and management of Supply – restructuring of competences, processes, inclusion and revision of SLAs in the agreements and implementation of indicators. Documents Electronic Management (GED), workflow implementation and outsourcing of files. Management of Human Resources Department, structuring and implementation of SESMT/PCMSO. Follow up and management of daily, weekly and monthly indicators for SLAs measurement.

Position: Dealing Center Director Reported to: CFO. - Responsible for dealing with main suppliers of Grupo ABC and Producers. Average Savings of 25%. - Restructuring of processes, policies and procedures in Supply and Dealing. - Redefining and expansion of the Purchase system (Implementation and evaluation of solutions for Purchase and e-procurement)  - Implementation and elaboration of daily, weekly and monthly Indicators for shareholders and other executives.

Position: Procurement Executive Manager  - Restructuring of processes, policies and procedures in Supply. - Redefinition of Purchase System (revaluation of ERP modules and e-procurement)  - Redesign of all the material Purchase process and company services (workflow, competences, locks and correlated processes) - Implementation of Agreements Management, Register Management, Indicators Management fields, Ratification and qualification of suppliers and Service Management. Position: Financial Planning Executive Manager  - Implementation, elaboration, consolidation and advice of Parmalat’s Budgets. - Elaboration of Business Plans for new business opportunities. - Implementation and elaboration of official monthly and weekly reports for shareholders and executives, follow up of operational and strategic KPIs - Responsible for the analysis of new products and businesses/investment opportunities.  - Implementation of Business Intelligence (Planning and Management Modules)

Position: Business Control - Division Manager  - Readjustment and optimization of internal procedures, management practices, control of expenses and management of Marketing VP's agreements, according to the company’s new necessities. 50% decrease of Invoices volume, 100% of protest and 50% of headcount. - Budget control of expenses of approximately R$ 300MM/year (largest budget in the Group). Position: Management Control, Budget and Division Manager - VIVO São Paulo  - Responsible for Budget and Management Control of Vivo’s São Paulo Regional. Position: Controlling Division Manager – TELESP CELULAR , GLOBAL TELECOM  - Responsible for Shared Services Center management, involving the companies of Group Portugal Telecom, comprising Accounting, Tax Administration, Costs, Budget, Investment, Accounts Payables and Accounts Receivables processes. 38% decrease of FTEs involved in the operations of both companies. Position: Budget and Cost Manager  - Elaboration and consolidation of budget, profitability and costs analysis.

Position: Budget and Analysis Manager – 1998/1999 Reported to: Budget and Financial Planning Director. - Elaboration, consolidation and recommendation of BCP-SP and BCP-NE’s budgets. - Elaboration of monthly and weekly official reports for shareholders and executives. - Leadership of financing project for BNDES, worth R$ 1 billion.

Position: Special Projects Analyst Reported to: Special Projects Superintendent - Investment Analysis and advice on opportunities of Safra Group.  - Analysis of economic-financial viability of several privatization projects in Infra-structure (Energy and Mining), for large acquisitions of Safra Group. - Analysis and recommendations of amendments of investment budgets in partner companies of Safra Group.