Corporate and capital markets litigation practitioner.

I created Prometheus as my consulting platform in 2003. In 2017, I originated and executed an M&A mandate of R$800 million (approx. $270 million). Although I am under a NDA that prevents me from disclosing transaction details, I can say I that had a lot of fun working on the deal's financial engineering. Another project that is worth mentioning was ATG Mineração. ATG was an extremely exciting gold mining project. I decided to pursue this opportunity based on my previous mining experiences. Although it never passed the exploration stage, we managed to spend a lot of time in the site design and planning in order to be ready to go in case of a positive feedback from our ore samples.When we started this project, we were interested in finding a property available to lease with a valid operating license. This was not an easy task! After a long search, we found a few of such properties located in the Tapajós Gold Province, the largest gold province in Brazil. For the uninitiated, the Tapajós Gold Province is located in southwestern Pará State, in the heart of the Amazon forest. After an initial selection, we decided to concentrate our efforts on an area where the ore sample analysis used in the license authority process indicated an average of 5g/ton. Although this is a high gold concentration, it is not unusual for this province, and this was not a large area. The reality proved very different. We found 5g/ton, but in depths and amounts that would prove the project not viable, and we decided not to go ahead with the enterprise. I think that the only other matter that is worth mentioning is that precisely because the site was in the middle of the jungle, identifying the right people and structuring a reliable the supply chain proved to be the most challenging and critical aspects of the project.

The Client is a startup in the retail real estate space, a unit of a Family Group. My job first focused on implementing a first-in-class governance agenda with a view of serving as role model for the rest of the group. I gradually assumed more responsibilities in the finance, legal and IT areas.In the strategy front, I participated in the company's effort to acquire new assets that will lead its commercial/retail properties to increase its size from 14.000 to over 600.000 square meters in the next 5 years. In the finance area, I focused on both raising debt financing and developing an automated cashflow management system. I also lead the effort to purchase an appropriate IT system to manage the company's shopping center properties. Finally, I lead the company's legal front, supervising all inside and outside legal counsel work, including the company's leasing and condominium contracts, shareholder's agreements, and supply chain contracts.

I executed and advised Nextel on a number of projects including:- the sale of the Company to Claro- the implementation of Zero Based budgeting across the company- network strategy and engineering cost cutting projects with a projected impact of more than R$5 billion in OPEX savings over the next five years- the analysis in key strategic and business development working groups including the commercial launching into new geographies and the divestment of non-core assets- the restructuring of a sales business unit which resulted in an eight fold productivity increaseI have also provided senior support on a number of smaller projects including the setup of the sales channel profitability analysis system, and the development of an inovative incentive program with the goal of increasing employee engagement in the Company's cost cutting effort.

OP1 was a small private equity fund that was put together by three highly successful professional of the private equity and legal advice industries. When I joined the fund, it was already fully invested and the portfolio comprised of two startups, one in the construction materials industry and one in the mining sector.As the fund’s GP, I focused on all aspects associated to the overall strategy, value creation, and execution with a view of properly positioning the companies to a successful exit strategy. Not long after I joined the fund, I was asked to accumulate the role of CEO of the fund’s properties where I remained until Dec 2013.Overall, it was an extremely rich experience in the development of two start-up businesses with a global supply chain, an international clientele, multi-cultural stakeholders, and no franchise recognition names.

Revestimentos Cerâmicos was a startup in the construction materials industry, more specifically, it manufactured ceramic tiles. Very few people know, but Brazil is the second largest ceramic tiles manufacturer in the world and the Rio Claro Region concentrates approx. 60% of the Brazilian production.Despite the fact that I am an industrial engineer, this was my first manufacturing experience after graduating. In fact, as always, my engineering and business education proved to be invaluable. I was responsible for developing business strategies aimed at not only maximizing value creation but also creating possible exit strategies in line with the controlling shareholders objectives. This was a high intensity startup project in a highly competitive and fragmented industry. Because of our limited scale, we focused on niche markets in order to (i) avoid colliding with the largest, more established players, and (ii) offer complementary market and product portfolios to be leveraged in a future exit strategy.My previous C-suite and entrepreneurial experiences were highly useful in attracting, deploying, developing and leading execution teams across the Company’s five core disciplines: sales, operations, quality control, procurement and finance. With no personal industry experience and no brand recognition, attracting the right people proved to be a real challenge, but not an impossible one. Within less than a year we had managed to put together a top notch team of senior managers.As the project matured, my focus moved from operations, quality control and procurement to sales and finance. While developing our manufacturing capabilities, we managed to rapidly develop a global supply chain strategy and relationships with Brazilian, Italian, Spanish, Chinese and American companies. On the other hand our marketing efforts evolved to focus on local niche markets as well as export to customers based in the US, Colombia, the Caribbean, Argentina, Panama, and Peru.

Promineração is a startup in the clay and sand mining sector. That allowed me to develop an extensive experience in dealing with environmental control and mining regulatory agencies in São Paulo. This was also my first experience in operating a mining enterprise. The excellent knowledge acquired in the industrial clay mining industry, which are similar to those deployed in the limestone mining industry, allowed me to be very comfortable with this seemingly simple but very tricky industry.At Promineração, we decided to execute a differentiated strategy through focus on on-site technical services and production of tailor made clay mixes to all of our clients, as opposed to supplying the ore mix that worked on our plant to all of our clients. This service oriented strategy proved to be highly successful.

ProBanco was a commercial banking start-up entity in São Paulo. From a regulatory stand point, our goal was to start the company as a factoring entity and gradually move into a full commercial banking license within ten years.Starting with a funding of R$10 million (equivalent to approx. US$5 million) in equity, the firm targeted the SME junk credit market, in São Paulo. Although my primary job function was to lead the firm’s commercial activities, my focus was in attracting, hiring and developing execution teams in both the commercial and administrative areas departments. This proved to be a challenge not only because this is a highly fragmented and competitive market, but also because our hiring pool was mostly composed of poor performance ex-commercial bankers and we had no franchise recognition or size to attract high performance individuals.As in any financial entity, leveraging was of paramount importance. Our successful leveraging strategy lead us to forge strong relationships with large banks, brokerage houses and international credit rating agencies.

Itaú BBA is the investment banking arm of Banco Itaú, the largest privately-controlled financial institution in Latin America. At Itaú BBA, I was responsible for covering the telecom, financial institutions, utilities and industrial sectors. From a product standpoint, our group focused on selling and executing all investment banking products but fixed income. Despite my short assignment, I managed to originate a multi-billion pipeline with in excess of US$80 million in mandated revenues by focusing in the markets with highest potential (utilities and commodities), differentiating our marketing positioning by focusing on the client's strategic needs (as opposed to just saying the necessary to get the mandates), and identifying key inside partners to execute the mandated transactions.

Telemig was the last NYSE-listed, independent Brazilian wireless telecom service provider. I was hired by the controlling shareholders led by the CVC International to manage the company’s sale. That was a rather challenging task given that Telemig was at the heart of a corporate dispute between Citigroup and the largest Brazilian Pension funds against Banco Opportunity/Daniel Dantas, the most visible corporate battle in Brazilian history. Under this scenario, managing our people, facing off our competitors moves, turning around our people spirits and operations, managing our balance sheet and being supervised by a private-equity-based Board of Directors proved to be a very interesting challenge.From an operational standpoint, our team led the execution of a number of measures that:• Substantially increased our EBITDA (20% Telemig / 50% Amazônia)• Implemented new inventory control and cash management systems aimed at minimizing working capital, which led to a 15% reduction in Amazônia's ST debt• Successfully tackled the Company's financial debt issues, including the restructuring of our short-term debt (equivalent to 1-year EBITDA), the highly successful debt capital markets consent solicitation (waiver and financial covenants change), and the renegotiation of our equipment supplier debt (equivalent to 130% of annual CAPEX)Other financial projects successfully executed included:• Successfully lead four SOX Certification projects• Deployed new credit scoring systemFrom a human resources stand-point, we successfully employed a number strategies to tackle the low morale of our team including the deployment of multifunction teams, and implementation of a EBITDA-based bonus system to all employees. Eventually, in August 2007, we sold Telemig for approx. US$0.8 billion to Telefonica and I was named CFO of the Year (2007) – Mobile Telephony, Financial Officer magazine/ABRASCA.

Financial Services Boutique • Researched new markets and industries• Forged relationships with banks, brokerage houses and international credit rating agencies• Originated transactions in the telecom infrastructure and healthcare industries• Developed good knowledge of the methodology and project management differences between the big-three rating agencies for structured debt transactions

Wireless Data Service Provider• Turnaround and green-field project• Responsible for finance and adm matters, including legal dept• Negotiated buyback tender offer for US$125 million Yankee – 94% of total outstanding tendered• Led turnaround that reverted monthly cash flow position from a US$1 million deficit to a US$200 thousand surplus in 6 months

Investment Banking• Responsible for execution of corporate finance projects in the Latin America telecom industry• Generalist background• Originated and executed M&A, private equity, equity and debt capital markets transactions• Developed working/client experiences in the USA, France, Brazil, Argentina, Chile and Mexico

Commercial Banking• Designed and executed hard currency structured finance transactions for Brazilian clients • Attracted in excess of US$500 million in hard currency funding from European banks (primarily British, Dutch and German) to the Bank’s Brazilian treasury, doubling the bank’s available trade financing lines

Commercial Banking• Sold products and services to a portfolio of American corporate clients based in Sao Paulo• Recovered credits given to companies under Chapter 11 through structured transactions