Renato Correa Email & Phone Number

São Paulo, Sp, Br

Barueri, São Paulo, Br

Assumed the presidency of the corporation with the objective of structuring a new strategic vision focused on increasing recurring revenue and realigning the portfolio and market positioning, while maintaining the previously established role of CFO.We executed a complete turnaround, from restructuring the Commercial department to revitalizing Operations, Pre-Sales, Products, and HR.

Barueri, São Paulo, Br

Responsible for structuring a financial department from scratch: Controlling, Accounting, Treasury, as well as the company’s support areas, such as Facilities, Procurement, and Information Technology. Reported directly to the CEO and served as a permanent member of the Administrative Council.• Resolved 100% of the outstanding issues and findings in external audit processes (Big 4);• Reduced corporate SG&A from 25% to 15% in relation to net revenue;• Implemented a financial and accounting structure, including the reformatting of the chart of accounts and the establishment of a Cost Center structure with the implementation of Oracle NetSuite ERP;• Led the implementation of Governance and Project Management structures and policies, focusing on scalability in product/service delivery.

Salvador, Bahia, Br

Financial Head of the company, was responsible for defining/monitoring the entire merger/synergy between the Sanar & Cetrus brands, analyzing quantitative/qualitative results, investment strategy, account balances, budget management, in addition to conducting audits, controlling management, etc.Key activities:+ Financial planning of the company, with a short/medium/long term view+ Financial analyses, designing trends in results and also risks to the business+ Relationship with banks, negotiating debts/interest rates/loans+ Support to the commercial/products team in setting prices, analyzing the cost, for example+ Management of CAPEX, OPEX, Revenue, etc; acting on deviations+ Financial operations: cash flow, accounts payable, receivable, collection+ Analysis of contracts with a focus on renegotiation/cost reduction+ Compliance Management: compliance analysis (focused on the customer)+ Controllership: account control/adjustments, financial adjustments, etc.+ Tax management (national/regional), ensuring compliance with the law+ Data modeling strategy: Power BI, Python, among others;+ Control of all financial indicators for presentations to executives+ Participation in M&A processes, leading to the purchase of Cetrus by Sanar+ Executive Presentations with the main Stakeholders+ Leadership of 14 people

São Paulo, Sp, Br

CFO responsible for structuring and developing the Planning, Finance, Controllership, Accounting, Tax, Costs, IT and Legal areas, generating analysis of results, financial projections, potential business, strategic projects and M&A processes, preparing the company for its sale, to Sanar.Highlight for the 26% growth in EBITDA in 1 year, and 30% in the volume of Accounts Receivable.Key activities:+ Strategies for action in all areas of the financial department+ Financial management of the company, recommending actions to other leaders+ Structuring/development of all processes in the areas+ Leadership of restructuring processes and financial turnarounds+ Elaboration of analysis of results and potential business+ Participation in M&A processes, carrying out studies, forecasting, negotiations+ Negotiations with banks, allocating investments and debts+ Data modeling strategy, aligned with the business and its needs+ IT project management, highlighting the implementation of the SAP One ERP system in 6 months+ Defining the legal strategy, hiring offices and defining models, saving ~R$ 1MM/month+ Leadership of +20 people

Guarulhos, São Paulo, Br

After the company's purchase of JCV Energia, he led the company's entire project and operations strategy, creating synergy between operations, processes, and structuring/conducting new models for managing the company's strategic projects.Key activities:+ Strategic/operational planning, creating synergy between operations (Cennatech and JCV)+ Operational performance analysis, implementing indicators, and generating strategic Insights+ Relationship with customers, diagnosing needs and conducting projects+ Creation of the human development model, based on management models, training, etc+ Management of strategic projects in the area, especially the ISO implementation in 4 months+ Increase in the project management capacity, from 15 to 167 simultaneous demands+ Review of the company's process architecture and systems, delivering +25% EBITDA+ Interface with all company leaders, generating strategic insights and needs+ Leadership of 120 people (7 direct leaders)

Idealizer of the company, he was responsible for the business strategy from scratch, leading fronts for strategic planning, marketing, operations, HR, among other fronts, resulting in the growth of +500% in EBITDA in 5 years, with a total of R$16MM of management/budget.Prepared and led the sale of the company to Cennatech, subsequently assuming a C-Level position on the group's Board.Key activities:+ Strategic and financial planning of the company+ Business structuring, working with operational efficiency, systems, processes+ Financial management: pricing, financial operations, relationship with banks, audits, etc+ Hiring/developing people, focusing on operational efficiency+ Quality management: structuring of indicators, NPS management, regulatory affairs+ Planning and management of all the company's projects+ Relationship with clients, analyzing needs and new business+ Leadership of 20 people, with an apex of ~500 (indirect)

Munich, De

Madrid, Es

Zurich, Zh, Ch

Amsterdam Zuidoost, Nl

Munich, De

Post-Graduation, Business Administration

Post-Graduation, Finance

Post-Graduation, Project Management

Degree, Electrical Engineering

Technician, Electricity