Since assuming leadership of Grupo Casas Bahia in May 2023, we've implemented strategic changes to reposition the company as an omnichannel player specializing in core categories (furniture, home appliances, TVs, mobile phones, and technology) with a focus on profitability and the best client experience in core categories. Culture is the base of our strategy and as a symbol of our culture, we changed our corporate name to Grupo Casas Bahia.Some significant milestones by Q1 2024:- Inventory Reduction: Reduced inventory by R$ 1.2 billion, optimizing store assortment.- Marketplace Migration: Transitioned 23 categories to the marketplace (3P) model.- Reduction in Workforce and Stores: Reduced 8,600 positions and closed 57 stores, with a recovery plan in progress.- Distribution Center Reorganization: Reorganized 5 distribution centers (DCs) and are re-planning another 8.- Increased Service and Ads Penetration: Launched Casas Bahia Ads and increased service penetration in stores.- Debt Restructuring: Reprofiled R$ 4.1 billion in debt, extending the average term from 22 to 72 months and reducing the cost by 1.5 p.p., preserving R$ 4.3 billion in cash over the next four years.The Transformation Plan, announced in August 2023, introduced initiatives that are already yielding positive results. We raised R$ 622 million through a follow-on to strengthen our capital structure and restructure consumer credit financing. Despite a challenging environment, we achieved the best free cash flow in the past five years and inaugurated a megastore in Shopping Aricanduva with a new concept, which will be replicated in another 150 stores. We remain focused on executing our Transformation Plan with discipline and commitment to our stakeholders, striving to be the best omnichannel specialist retailer of electronics and furniture in Brazil, offering a complete, uncomplicated, and customized shopping journey to our customers.

During my ten years as CEO at Movida Aluguel de Carros, I had the privilege of leading transformative changes in the vehicle rental sector in Brazil. Here are some key achievements: Innovation at the Core:1. Customer-Centric Innovations: - First rental company to offer colorful and feature-rich cars, including imported models. - Introduced 27-hour daily rentals, youth rentals, and monthly rentals for individuals. - Offered in-car WiFi and expanded our presence in densely populated areas.2. Digital Transformation: - Focused on digitizing processes to significantly improve the customer experience.3. Operational Agility: - Leveraged deep understanding of asset turnover cycles to stay ahead of the market and capture value generation.4. Strategic Alliances: - Formed alliances with manufacturers to achieve new efficiency levels.5. Sustainability Commitment: - Proud to be the only publicly listed rental company globally certified as a B Corporation. - Implemented a decarbonization program, conscious ethanol use, and issued sustainability-linked bonds. Growth and Financial Performance:- Achieved a CAGR of 67% from 2013 to 2022, expanding our fleet from 2,400 to 212,715 cars and increasing our store count from 29 to 315.- Grew our market share from 1% to 17%, with over 1 million new customers (CPFs) in 2022.- Achieved a net revenue of R$8.6 billion, EBITDA of R$3.4 billion, and a net profit of R$815 million.- Expanded our team to 6,000 employees. Strategic Expansion:- Initiated international growth by acquiring Drive on Holidays in Portugal. Solid Capital Structure:- Maintained R$5.5 billion in cash.- Achieved an average debt maturity of 6.3 years with a cash coverage of 3.2 years.- Upgraded to 'AAA(bra)' locally and 'BB' globally.I'm proud to have positioned Movida as a leader in the car rental industry, but the most significant achievement has been building a high-performance team that continues to drive this legacy.

Responsible for commercial negotiations for long-term and global agreements on services categories (Spending of USD 3,8 Billions/Year)Functional management of 10 Managers, 38 category managers, 12 supervisors and 148 analysts.Market analysis and development of category management and strategiesSupport Shared Services globalization with Purchasing offshored services

- Management of 8 category managers, 2 supervisors and 20 analysts- Long term contracts totalizing USD 2,3 Billions;- Administration of contracts management solutions and suppliers selection to optimize the service level and the cost per transaction;- Responsible for commercial negotiations for long-term agreements on services categories (ex: food services, collective transports, car rents, buildings maintenance, industrial and buildings cleaning, travels, fuel cards, corporative cards, etc.)- Implementation of the categories management model (purchase factory), resulting in an average purchase lead time decrease of 40% and productivity increase by 164%.

Solid experience on management of procurement teams, e-commerce tools, I-proc and reverse auction. Responsible for implement the purchase factory and the high performance team, centralizing 90% of national spot purchases with the following results:- productivity increase in 45%;- On time spot purchase index from 67% to 90%; and- On Time in Full (delivery on time) index from 74,8% to 93%.Full knowledge of Microsoft Office, ERP ORACLE/ SAP and E-procurement tools;Experience with strategic planning, definition of key metrics for performance measurement, continuous improvement, budget and financial analysis, projects viability studies and cash flow.Implementation of Business Intelligence System for Shared Services

- Management of 2 supervisors and 70 employees- Annual budget of R$1 Billion;- Long term contracts totalizing R$500MM;- Administration of contracts management solutions and suppliers selection to optimize the On Time In Full index from 74,8% (July, 2007) to 93% (December, 2007);- Implementation of the high-performance team concept and the categories centralization for all national spot purchases (Purchase Factory), resulting in an average productivity increase of 45%;- Responsible for the Senior Manager planning area;- Creation and development of tracking order structure (now working for all national purchases);- Focused on long term contracts team with target on cost transaction reduction and SLA optimization.

- Responsible for the budget management and following of Manganese Department; - Experience on valuations: determination of the economic value of an asset or liability;- Responsible for monthly results demonstratives and presentations;- Active participation on Quantity strategic planning (Valuation of Manganese Business) and Quality Strategic Planning (Steel, Iron ore and manganese alloys market analysis); and- Challenge to plan and propose the short and long strategy for Manganese business.