Pedro Cassaro Email & Phone Number

Belo Horizonte, MG, BR

Belo Horizonte, Minas Gerais, Brazil

• Leadership of the FP&A Team which supports both Home (Home Equity, Home Solutions and Home Fin) and Insurance Environments to:
• Evaluate the Financial Results adherence to the Strategy. Identify gaps opportunities for increasing outcomes and to support BU's Heads in the decision making process;
• P&L and Cashflow statements forecasting in order to evaluate Run Rates projections and one offs impacts to the Budget. If Necessary, route correction supporting to the BUs;
• Financial scenarios developing for being the background of sensitivity tests, breakeven and inflection points identifying and another requests;
• Report and Scenarios consolidations in order to support Investment Rounds and further IR team requests;
• Consolidation, Checking and Projection for all Financial KPIs for the BUs, such as: IRR, LTV, Payback, CAC and others;

Belo Horizonte, Minas Gerais, Brazil

• As FP&A Manager:
• Leading the FP&A Cross team responsible for:a) Managing SG&A expenses through all operations (Brazil, Mexico and Spain), in partnership with the whole Cross Managers of the company (such as Tech, Workplace, Legal.
• Costs below gross profit R$372MM (118% revenues) > R$205MM (42% revenues) – Performance increased by 76 p.p.

Belo Horizonte, Minas Gerais, Brazil

• End-to-End SG&A Non-Personnel Expenses management model building (from accounting sources to the link with Tactical and Strategic reports);
• Building and Conducing Monthly Results Rituals for the administrative areas, focusing on Actuals reports, Budget/Forecast checkings and updates according to new scenarios;
• Core Decisions supporting for both administrative areas and board;
• Acting as Key User for the FP&A area when involved in Corporate and Strategic projects.

Belo Horizonte, Minas Gerais

• Business Units spendings planning and controlling, as well as backoffice areas through matrix spendings models. CAPEX and OPEX monitoring via budget Weekly/Monthly checkpoints in order to optimize them (ROI/ROE.
• Business Units (BUs) spendings Monthly/Yearly results Building through cost sharing rules applying;
• Building and Conducing Monthly Results Rituals for both Tactical and Operacional hierarchy levels, where all the results and action plans are checked and reviewed (if necessary) aiming new results tiers;
• KPIs and OKRs deploying, setting and following with Business Units Heads and Backoffice areas managers to ensure the best spendings assigment and BUs Net Margin increase;
• Business modeling oriented to the Strategic Plan set, in order to:
• Check the results expectancy for both short (~1 year) and long (~3-5 years) terms;

Belo Horizonte E Região, Brasil

• Commercial Area planning and controlling budget via organising cost centers, updating/applying cost policies, dashboards Building and using for GAPs identifying;
• Responsible for defining and assigning to the whole sites of the Commercial Area a budget of 500MM BRL (yearly);
• Budget following through real time dashboards built in order to guarantee its effectiveness;
• Strategic KPIs deployment via Balanced Scorecard method to keep the Commercial Area focused on what really impact positively the Company’s results (great margins, low turnover and general spendings levels);
• Commercial Data Analysis and dashboards Building for core decision supporting. This Project was the basis of the Digital transformation happened afterwards;
• Resposible for all the specifications, development and homologation for all systems in which the Commercial Area was directly involved;

Belo Horizonte Area, Brazil

• Commercial Area planning and controlling budget via organising cost centers, updating/applying cost policies, dashboards Building and using for GAPs identifying;
• Budget following through real time dashboards built in order to guarantee its effectiveness;
• Commercial Data Analysis and dashboards Building for core decision supporting.GAP between Budget and Real Result reduced by 15% in the 1st year of following after applying forecast plannings based on current and.

Belo Horizonte Area, Brazil

• KPIs management for the Commercial Area in order to support Every kind of decision making (operational, tactical and strategic levels);
• Balanced Scorecard method applying to guarantee Commercial KPIs and the Company’s Strategy alignment;
• GAPs identified in the item above were all treated with Quality Tools such as PDCA and 6 Sigma.

Ipatinga E Região, Brasil

• Strategic plan deployment and alignment to all KPIs set for operational, tactical and strategic levels in order to ensure the sinergy towards the short and long term goals for one of the biggest Steel Companies of.
• Supporting the whole areas identifying GAPs using Quality Tools such as PDCA;
• Dashboards Building using VBA Macros for Strategic KPIs following during the Results Rituals (monthy/yearly);
• Resposible for managing some teams of high performance focused on capturing inefficiencies classified as “very important”. This Project resulted in a cost reducing of 11% (which means a saving of 500MM BRL for a span.

Business Management Specialist, Business Administration And Management, General

Ufmg, Industrial Engineering