•Contributes to the definition of the strategy for the business unit. Serves as the key partner for the relevant business leader in determining strategy for area of responsibility and developing a global business model, aligning with wider strategy, implementing, and making adjustments in implementation as needed• Translating strategy into business plans and establishes measurable targets. Oversees the business planning and forecasting process for the area of responsibility. and serves as the interface to HQ/Country CFO/Global/Local BU/Division Manager. Evaluates financial implications of various strategic decisions, builds scenarios and recommends actions.• Monitors progress achieved and provides insight and analysis to support operational decision-making. Define appropriate cost structure, productivity optimization, and capital efficiency. Manages and closely monitors the cash flow and takes action to improve Net Working Capital.• Leads cross-functional initiatives that support strategic goals. Drives definition and implementation of global standards and business specific guidelines to ensure continuous improvement in the financial control process within own area of responsibility.• Ensures transparency in financial reporting and disclosures. Defines and implements internal controls regarding financial and non-financial operations. Ensures compliance with corporate and country standards, regulations, and guidelines. • Establishes and oversees processes and tools necessary to obtain transparent and reliable financial data and business information. Ensures high quality of financial data and business information in line with defined standards and financial closing schedules.

Report: CEO Brazil/CFO Germany. Responsible for all the finance department of the company in Brazil. Responsible for the fiscal structure, and fiscal planning. Implantation of a new ERP that was more suitable for the local operation. Monthly report for the headquarters, with explanations about the deviations from the budget. Budget process, with a close cooperation between the different areas of the company.  Close monitoring and full responsibility of external audit, and price transfer

 Elaboration of projects in various segments, focusing on creating new business, company acquisitions, and consulting in processes and activities related to daily, strategic management. Creation of business plans, real and projected cash-flow analysis, suggesting solutions for financial-health profitability. Studies into the best taxation and accounting forms. Creating scenarios to prepare companies. Elaborating presentations for investors and partners in these companies.

Reported to the President/Company Partners Team: 8 people  Management of Accounts Payable/Receivable, Invoicing and Accounting. Negotiations with suppliers and customers to adjust company cash-flow. Structuring and managing the entire administrative area, including RH and IT. Implementing control systems, creating norms in financial and administrative areas. Active participation in the production-monitoring process focusing on product needs and structures.

 CONTROLLERReported to the Director President/Financial Director Team: 1 person  Structuring the company controllership department. Monitoring investments for factory construction, comparing projected versus real. Elaboration and analysis of all managerial reports for monthly presentation to the Board. Accounting closure and budget management, control of tax and investment changes. Responsible for data utilized in Hedging to minimize currency risks. Pricing and analysis of industrial costs and their variations. Monitoring external auditing.  STRATEGIC PLANNING SPECIALIST DEReported to the Strategic Planning Director/Director President Team: 1 person  Economic feasibility studies in local production, considering taxation aspects, manufacturing costs, projected sales, importation logistics and parts-nationalization calendars. Responsible for the 10-year business plan with profitability based on model, investment needs, and cash-flow projection so as to orient strategic decision-making

Reported to the Managing Director / Board of Directors Team: 7 people  Structuring of the entire administrative-financial department, in order to support sales growth of around 90%, increasing annual sales by 70% over the period. Deployment of norms and procedures, management of Treasury, Accounts Payable/Receivable, Invoicing, Accounting, Cost, Budget, IT and Human-Resource areas.  Implementation and adjustment of activities to IRFS norms.  Elaboration and reporting managerial results to members of the Directorate and Administrative Counsel for strategic decision-making. Management of the accounting closure process, result statements, budget execution, patrimonial balance. Analysis of deviations, and presentation of actions to solve them. Development and implementation of the industrial-cost system. Management of cash flow, working-capital operations, BNDES (Finame) and Finimp (importation). Responsible for obtaining export and import authorization from the Federal Revenue Department. Active participation in elaborating variable-compensation policy at the company.

 Reported to the Managing Director/Holding company CFO Team: 7 people Structuring and management of the entire administrative-financial area of the operation in Brazil. Management of Accounts Payable/Receivable, Invoicing and Accounting. Active participation in the company budget process and planning. 15% reduction in company costs by negotiating with suppliers and customers, providing alternative product and service solutions, and restructuring teams.

 CONTROLLER Structuring and management of administrative, financial and accounting areas at 6 companies in the Group. Deployment of tools to support annual sales growth from BRL 40 million to BRL150 million, a 4% improvement in Gross Margin and 3% in EBITDA.