Planning, implementation, integration, strategy and operation of Dufrio Financeira, a financial institution regulated by the brazilian Central Bank. Development and implementation of financial products, business policies and structures to maximize the subsidiary’s impact on the core business of the group, connecting operations, creating value and generating results, including reformulated credit policy, M&A, funding and leverage strategy, commercial processes and tax strategy.

In charge of the treasury, back office (accounts payable and receivable), controllership, taxes, FP&A, M&A, legal, credit and collection, supply-chain, and for the financial institution subsidiary.Business strategy, development, and expansion, such as the implementation of a legal department and processes, shared services centers, FP&A, corporate governance, board structures, as well as indicators and management by specific KPIs to improve opex efficiency and maximize capex returns, reduce costs, and manage operational risk.Operational remodeling with a focus on cost management through automation and process improvement, throughout all subsidiaries, departments and processes.Restructured the companies' debt and financial funding strategy, reducing the cost of capital, WACC and increased the duration of the debt. Implemented corporate governance and ESG concepts, issued the industry’s first structured operations in the capital market in Brazil (debentures and CRI), and acted as the key person in strategic M&A initiatives. Negotiated and implemented product diversification and financial modeling, such as currency hedges, swaps, etc., to reduce the cost of capital and manage financial risk.

Directed and built the operational processes and structure necessary to support the business growth, including the areas of controllership, accounting, treasury, finance, taxes, accounts payable and receivable, administrative, FP&A (financial and strategic planning), human resources and legal, focusing on implementing control tools, including KPIs and OKRs, international corporate structures, financial and HCM management, with increased efficiency and consistency.Liaised with internal and external players, including international companies interested in technology and venture capital funds.

Built and directed Agibank's international subsidiary in the United States, including all regulatory, operational and product development aspects, including corporate, legal, fiscal (taxes) and regulatory structuring, technology, financial operations, treasury and controlling, back office, etc. Structured the products with focus on international remittances, checking account, debit card and personal credit operations in Brazil and the United States.Acted as a liaison between Silicon Valley and the Agibank headquarters for corporate communication and acquisition of new technologies applicable to the Brazilian banking industry.

Management of the group's information technology and telecom department and governance, including defining and implementing corporate policies and regulations. Restructured the operational team, management model and decision making in relation to contracts, demand management and IT strategic planning.Development of a new financial management and controllership model (Ticketing) for IT and telecom expenditures, focusing on improving the return on investments and cost reduction throughout technology and telecommunications contracts and expenses, through a “shared management model” based on KPIs and competitiveness between internal and external players.

Managed the company regional branch, which included 5 subsidiaries. Budget (opex and capex) structuring and operational management, as well as administrative and financial day to day operations, including administrative department, accounts payable and receivable, invoicing, credit and collection, etc.Responsible for the change management to meet organizational policies and improvement of operational efficiency and profitability (due to changes on the midia and broadcasting industry), including training and support - financial and economic - for other areas (business partner model), to improve investment return and decision-making decentralization.

Managed highly complex supply-chain processes and players, evaluating opportunities and negotiating production outsourcing contracts with customers and suppliers. Implemented risk management framework and improved profits and margins through expansion of suppliers’ base through a geographical and regulatory perspective, building relationships with new players in new countries including China and Taiwan, South Korea, Vietnam, Malaysia, Egypt, Turkey, Mexico, Nicaragua, Peru and Chile among others. Development of projects and products for government auctions in several countries.

Supply-chain management of outsourced companies, including costing and profitability management of product and contracts, review of suppliers including location, demand forecasting (strategic sourcing), among others.

Structuring, monitoring and support of educational programs for executives and companies.