As the Principal Chief Executive Officer of the Torima Group, I oversee the strategic growth and direction of the EzControl software division and the specialized services division, Safety Tax, within the conglomerate. In this role, operational oversight and strategic development of these entities fall under my purview. I drive innovative initiatives to ensure operational excellence, aiming to deliver cutting-edge software solutions (EzControl) and specialized services (Safety Tax) to our esteemed clientele and partners.

Executive Director 09/2012 – PresentAs an Investment company, dedicated to establishing a partnership with small and family companies, investing in different fields of expertise like technology, Accounting, Business Startup and Consulting. Torima Inc. is able today to represent and project our partner's companies across the USA market, helping them from the first beginning like their business incorporation to support them with back-office management and finance.Major achievements at this function:• CEO of Safety Tax & Bookkeeping, one of the major US players in accounting and corporation taxation, dedicated to the segment of small and medium companies;• Board Member of N4P company.• Coordinator of brand license agreement process with a Brazilian company;• Coordinator of acquirement process of one of US major players in accounting and corporation taxation, helping the transactional process of the local company into a Licensor enterprise establishing licensees agreement in different cities across the USA;• Active involvement in project development as a System Life Cycle coordinator;• Development and consolidation of partnership with Brazilian Investment Bank, been elected as a coordinator for the Brazilian market;• Marketing development, responsible for International Activities in Latin America, Africa, Middle East, Central Asia, Russia, and Europe;• Responsible for a startup operation in Europe, Central Asia, Middle East, Africa, and the Americas, developing local partnership company;

Ararat Group is an Agribusiness and Food Processing company, operating at the B2C segment, for the Brazilian market.Major achievements at this function:• Responsible for the implementation and development of a Food Processing Factory from scratch;• Coordination and integration of Demand Planning (forecasting and processing client request) impacting on the supply chain, specifically production and inventory;• Responsible for providing leadership and direction to the distribution centers, developing strategy, designing and planning a long-range logistic distribution process;• Labor process improvement, aiming to meet targets in areas such as logistics and delivery times; minimum inventory levels, warehousing, and service standards;• Coordination the operations of the Customer Service Department, promoting the customer satisfaction service culture, through the establishment and analysis of performance metrics identifying opportunities to improve the results;• Outsourcing logistic partnership given the necessary support to the flow of raw material and processed products;• Establishment of company Policies & Procedures according to the Board of Shareholders determination;• Management of monthly financial performance, including preparation of annual budgets;• Coordination of B2B and B2C Sales segment, Financial and Back Office workforce, managing a team of 84 professionals;• Development of new products according to the specificity request of each client or regional needs;• 2013 forecasted Gross Sales: 47 Million USD.

Midsummer is a company, created to optimize the intention of Aurora Brazil, a Brazilian food business company to consolidate its brand presence worldwide.As a Managing Director of this company, I had the opportunity to establish, implement and coordinate a multicultural team through the different countries, resulting in a company that, in the third year of operation, reach revenue of up to 78 Million US$.Main achievements:• Responsible for the financial and administrative operation, managing a team of 24 professionals and 5 Outsourcing companies worldwide;• Implementation of Headquarter Office in Belgium and regional offices in Moscow, St. Petersburg, Dubai, Vilnius (Lithuania), Leiria (Portugal) and Representative Offices in Romania and Argentina;• Recruitment of Sales, Import & Export, Logistic and back-office professionals, covering Europe, Scandinavia, Baltic, Russian, Central Asia, and Middle East market;• Outsourcing and partnership with a local accountant, law office and logistic companies, giving the necessary support to the operation to each office;• Acquisition of a Food processing and logistics & distribution company in Portugal, establishing brand presence and awareness, combined with an excellent value added to the products imported, transformed, and distributed locally.

As a decision of the Board of Shareholders to consolidate the Sadia brand, expanding the presence through the Eastern Europe, Balkans, Caucasus, and Central Asian market, Sadia allowed me to establish and coordinate a regional strategy, by building partnership and distribution Chain with local operators.Major achievements at this function:• Coordination of sales force team in the UK and Turkey;• Introduction and development of Sadia’s brand in Poland, Czech and Slovak Republic, reaching sales improvement of 250% in the first year of performance and annual revenue of US$ 14 million and the first position as a Brazilian food brand export into that region;• Development and execution of local partnership in Romania, Bulgaria, Macedonia, Kosovo, establishing Marketing and Strategic Business Plan for the development of Sadia’s brand;• Responsible for project and implement a distribution center in Tulcea, Romania, covering after the first year of operation, 60% of Romanian and Moldavian market, through the distribution chain, operate with a local partnership company;• Responsible for the introduction and development of “Miss Daisy”, a Sadia’s dessert brand in Bulgaria, Moldova, Macedonia, Kosovo, and Romania, achieving after the second year of operation, considerable position on the "Top of mind brand awareness" in Romania;• Establishment of Sadia’s Office in Istanbul, Turkey, developing partnership with local Accountant and Law Office;• Establishment of a local Team to work with Eastern Europe, Balkans, Caucasus, and Central Asia market;• Development & coordination of partnership in Georgia, Armenia, and Azerbaijan with local Operators responding to up to 60% of Brazilian goods distributed locally;• Establishment of diplomatic liaison with Kazak and Brazilian government for transnational trading Agreement;• Annual Growth from 6 to 46 million USD reaching 750% of sales Increment, leaving a structure ready to assist the growth of Sadia’s regional market presence.

Management and coordination of the Merge & Incorporation process of the Rezende Company by Sadia, being directly responsible for the Divestment Process.Major achievements at this function:• Responsible for the divestment process, coordinating an asset of approximately 65 million USD in real estates;• Responsible for the Outsourcing Process for the Agribusiness Sales and Logistic Division, impacting in the reduction of 62 back-office professionals, reduction of the annual expenses in Wages, compensations, travels, Insurances, etc., in about US$1. 5 million;• Deactivation the Logistic and Vehicles Maintenance, reducing Annual expenses in about US$ 22 million in Wages, compensation, travels, Insurances, drivers and mechanics;• Deactivation of Fleet Division, bringing down the assets of the company in US34.7 million.• Management of Supply chain Division and Outsourcing companies, coordinating a team of 270 employees.Agribusiness Division Manager (1999 to 2000)Responsible for the whole coordination and development of an Agribusiness Division, coordinating a team of 59 back-office professionals, 6 Sales coordinators and 3 Veterinary Doctors in the technical services department;• Direct the integration of Demand Planning’s (forecasting/fill rates/actual orders) impact on the supply chain, specifically production and inventory;Major achievements at this function:• Implementation of the Routing system, saving approximately US$8 million after the second year of implementation; • Management of the fleet, with close to 400 trucks and lorries, covering 80% of Brazilian territory;• Reorganization of Technical and Sales Team by region, allowing the company to underwrite up to 75% of the market saving 16% of traveling time and improve the reaction time for “Client technical Visit Request” from 72 to 24 hours and saving US$180k/year in traveling expenses;• Responsible for the Gross sales improvement from 36 to 42 million USD after the second year of management.