Pricing strategy definition and implementation for a leading retailer in Brazil (PE portfolio company and IPO candidate)• Strategic pricing: determined the guidelines in the value proposition as to improving customers’ value perception• Tactical pricing: (i) segmented POS into clusters; (ii) determined competitors; (iii) selected Key Value Categories (and Items) based on market sizing, market growth and customer demand; and (iv) fixed the relative price levels• Implementation and roll-out: led implementation running pilots, extracting learnings, and refining the competitive parametersCommercial due diligence on a US Telecom fibre asset for a financial sponsor• Validated the management financial forecasts; elaborated the market understanding analyses, including demand sizing and competitive landscape; and conducted an inside-out analysis on the commercial operational leversPotential investment opportunity assessment for the leading Fintech in Latam• Designed a decision model to address the opportunity via product resale, commercial partnership or new business line• Analysed the ramifications of the venture according to potential infrastructure models: outsourcing, sharing or stand-alone • Developed the recommendation and fact-based the analyses with in-depth industry interviews and financial modellingSet-up of strategic planning, governance and PMO for an online content company• Led the design and implementation of the first Project Management Office for the Company, including tools, governance, modus operandi and procedures• Orchestrated the development of individual BUs business plans, transversal plans, and a company-wide BP and budget• Derived the business plans into actionable initiatives with KPIs to be monitored

Set-up and leadership of all functions the Finance Department, including Controllership, Auditing, FP&A, Legal, Regulatory, Tax• Developed financial and operational models as the primary management tool for the Company • Established KPI-driven methodologies and targets• Successfully secured USD 2 million in venture debt financing, whilst supporting Founders equity raise efforts• Established and oversaw offshore holding structure and equity compensation program • Devised and implemented company tax strategy, overseeing regulatory compliance • Managed detailed collection and revenue assurance processes • Ensured clear roles and responsibilities within key project management office operations • Formulated pricing plan structures considering regulatory compliance, financial analysis, customer preferences, and competitive positioning

Supported the strategic objectives of the team that led the stabilization, turnaround and sale of Nextel; whilst pivoting its operations to a digital and agile model. Specifically, headed Commercial growth and efficiency efforts• Managed, coached and mentored a team of 60 talented people and built strong cross-functional partnerships• Headed Planning for both Sales and Customer Care, operationally and financially• Proven success collaborating with cross-team stakeholders (Marketing, Finance, Customer Care and others)• Launched two entire new sales channels in 2018 (kiosks – with 60+ POPs and Guerrilha) both together accounted for incremental 10% non-cannibalizing sales in year 1, while focusing on innovation and customer proximity• Developed and directed business relationships with major retail chains to deploy new channels and ensure productivity• Sponsored and managed up to 20 projects, leading the execution of multiple cost reduction and efficiency streams, what resulted in lowering unitary customer acquisition costs by over 30% within 9 months• Designed and implemented a management system based on CLTV (customer lifetime value) by segmenting the customer base and implementing specific action plans• Built a portfolio approach to sales channels: hyper-local geo-marketing, segmented targeting and actions at a district level

Turnaround support and shareholders’ interface for Agrifirma• Led the debt renegotiation with multiple banks• Directly shared management with the CEO in tasks such as land sales, HR, budgeting, Legal, and planning• Implemented new control systems, including cash management and forecasting• Served as liaison with shareholders and debtholders• Responsible for fully organizing and conducting Board Meetings and Finance CommitteesStart-up and business development for DUX Nutrition• Managed a common company-wide workplan across areas constantly reviewing priorities and consistency• Deployed and consolidated the company and brand strategies down to the offering level• Led the offline (retail) sales channel development, defining channels, commissions, policies, processes. Solely generated the initial retail sales pipeline and made the first ever sale to a ‘body shop’ channel• Implemented financial control and planning systems and competitive monitoring tools

Investor exposure• Developed the concept for a consumer-focused fund to FINEP (a Brazilian governmental institute for innovation), leading the project through the due diligence stage with prospective investors• Investor Relations role, headed external communications and legal aspects of fund managementTransaction experience• Managed the pipeline for proactive and reactive deal opportunities, focusing on proprietary transactions; building solid relationships with entrepreneurs and advisors• Developed investment theses and strategies for potential targets, along with necessary internal analyses, financial modelling and materials for deal approval• Participated in all transaction phases, including negotiation, due diligence, documentation drafting and signing, financing, regulatory approval and closing• Invested BRL 100 million in a wood MDF producer to treble its productive capacity• Led the process of investing up to BRL 80 million in a food producer to pursue a growth strategy via consolidation and brand developmentPortfolio management• Deputy Board Member for two portfolio companies in the Logistics/Agribusiness sectors• Supported portfolio companies via participation in board meetings and various committees (Strategic, Finance, Remuneration). Key person in BRZ for management of a Sugar Logistics Provider, an Agricultural Land Development Company, and an MDF producer• Implemented specific projects in portfolio companies: add-on and transformational M&A, non-cash remuneration programmes, strategic and business plan reviews

Technical skills• Valued companies (intrinsically and market valuation) using a broad set of tools including LBO, DCF, sum-of-the-parts, trading and deal multiples, and PV of future equity• Developed detailed operating models and projections, including synergies, and break-up analyses• Analysed expected transaction returns for current and new shareholders under multiple scenarios: debt restructuring (and covenant modelling), IPO and secondary sale• Studied complex merger situations ranging from country SWAPs, SLAs and full merger analysis, and assessed the impact on the shareholder base, in terms of cash flow and ownership dilution for different classes of equity instruments• Consistently supported clients in preparing their investment thesis, exit analysis, and operating benchmarking• Analysed industry trends, and the impact on historical and expected operating and financial performance of its playersTransaction execution• Prepared key transaction marketing materials including information memoranda and management presentations• Participated in the negotiation and drafting of legal documentation: NDA; SPA; process, offer and engagement letters• Actively engaged in due diligence in both acquirer and seller contexts• Managed projects, coordinating timelines, milestones, and logistics with internal and external teams• Built documents to support transactions, including committee memoranda, and advocacy packsKey transaction exposure• Sell-side of Autonomy Group to HP for GBP 7.1 billion• Acquisition / financing of Phones4u by BC Partners (GBP 670m EV / GBP 430m bond)• Sell-side of Springer Science+Business Media to EQT (EUR 2.2 billion EV)• Buy-side of a European carrier-neutral data centre business, and buy-side of a global CommTech player based in Europe

Participated in the start-up of Nmas1R. Involved in the set-up of the formal investment vehicle, establishment of internal processes, and bid process of initial investment opportunities

Start-up and multi-continental experience• Participated in the start-up phase of five Telecom operators, acting as a consultant, and also as interim management• Delivered projects for senior management of over fifteen mobile and fixed telecom operators• Achieved local experience in ten countries in four continentsAnalytical skills• Developed business plans and models to support assessments of investment viability, enterprise valuation and product launch strategy • Prepared market analyses to evaluate investment opportunities and target market strategies for new product lines, based on revenue potential, competitive scenarios and market trends• Defined the strategy and marketing plans based on market and customer base segmentation, target market selection, and positioning analyses. The outputs included the vision statement, brand values, product lines prioritization and action planManagement skills• Led cross functional teams of up to ten consultants and clients, leveraging on individual capabilities to build effective teams• Coached, formally evaluated and mentored consultants

• USD 2.7bn Telesp and USD 1.4bn Telesp Celular corporate reorganisations