Ricardo S. Email & Phone Number

Salt Lake City, Utah, United States

• As employee at NOW CFO, I am dedicated to my clients and provide them with quality service, always giving 100% of satisfaction• Provided to my clients with the knowledge, tools, and processes to be able to grow their own practice and business• Solved client’s most complex financial management and accounting issues on time and correctly• Accounting software implementation, Internal controls and processes• Strategic planning and startup services

Draper, Utah, United States

• Built a new commission calc structure for inside sales (metrics as “Performance” and “Pricing”)• Introduced improvements to the accounting model• Calculated retailers’ rebates & implemented monthly calculation method for software capitalization• Prepared lenders financial reports and all full papers for external audit, including a $150M budget• Reviewed and approved each financial activity related to BvA, GAAP,and Executive Leadership Team

Greater Salt Lake City Area

Controlled subscriptions and revenue recognition for a marketing & telecommunications companyUtilized Excel to create templates to build an $18M BudgetProjected analysisImplanted reports and financial position in accordance with the rules of the group

São Paulo Area, Brazil

Solution to live the crisis by reducing costs tax, financial and controlling

São Paulo Area, Brazil

Responsible for Finance in Brazil including reports based on best international accounting practices, tax planning and budgeting, and management of administrative activities focusing on the overall objectives of the group.Control of tickets for contract management / product analysis and technical projects;Responsible for generating cash flow, costs, budgeting and forecasting;Management of the Department of Accounting, Tax, Accounts Payable, Accounts Receivable and Billing;Reports and financial position in accordance with the rules of the Group; Implementation and internal control standards established by the Group;Management Closing Balance Sheet and Profit and monthly / yearly, according to local regulations;Assessment and commercial alliances with foreign companies (including affiliates) with respect to the imposition of such products and services and Analysis / Control contracts with customers, and suppliers;Control Matrix (Italy) and other subsidiaries (other countries) Operating and administrative transactions through reconciliation of accounts receivable and payable; andResponsible for the implementation of the integrated system (ERP) and its interfaces.

Cotia, São Paulo, Brazil

• Attended all faculty development meetings and workshops• Implemented the routine of teaching financial and accounting topics in the essence of his theories and supplemented these principles with practical visiting to the Sao Paulo financial market• Attended subject progress and development meetings at the end of each semester• Taught tax accounting, insurance and related accounting and cost accounting• Adhered to all institution and state policies and guidelines.

São Paulo Area, Brazil

Responsible for the structuring of Controllership Corporate Holding; Accounting, Budget, Costs, Fiscal, Treasury, Planning, Accounts Payable, Personnel Department, Accounts Receivable, Controllership; andConsolidation of information from 17 sites throughout Brazil.

São Paulo Area, Brazil

Budget management, which work was to prepare the company’s operating budget;Control of all the operations involving options, futures and hedging in the NY, London and BMF stock exchanges;Assistance to the Legal Department Manager in the preparation of documents related to diverse Tax Credit Claims; andMaintenance of the contract with the Brazilian Federal Revenue Office and the Brazilian Finance Attorney’s General Office to solve the company’s tax issues.MAIN ACHIEVEMENTSClassification of Tax Categories: Relevant participation with the Tax Payer’s Counsel by hiring specialized legal counsel in this administrative area and due to the fiscal classification of products exported by the company in 1995, preparing and studying arguments, in addition to sorting out documents related to those exports, which resulted in the Tax Deficiency Notice issued in 1999 in the amount of R$12,307,052.47. (2008) Budget Preparation and Cost Reduction Strategies: Financial Planning and Cost Reduction that resulted in annual savings for the company in the order of R$4,000,000.00 (equivalent to a 30% reduction in general fixed costs) and safe Cash Flow projection for the coming 6 months. These results were obtained due to the very accurate Financial Budget preparation and a detailed plan aimed at cost reductions. (2007 and 2006)Defense of Fiscal Credit Injunction: Administrative validation with the Federal Revenue Office of the Tax on Industrialized Products – IPI Credit Bonus in the amount of R$2,947,371,537.37 and recognition of all the products acquired in the domestic market and classified in refund spreadsheets have been effectively exported, by personal meetings, board meetings and negotiations with the Federal Revenue Office’s Tax Auditors regarding the content and form of the Fiscal Audit Reports, suggesting important additions and deletions. (2003 to 2005)

São Paulo, Brazil

• Taught six accounting classes with a total of 300 students each semester• Consulted with other accounting faculty to ensure content authenticity• Attended monthly subject progress and development meetings• Taught six different accounting classes to over 300 students between the ages of 16 and 19 communicating accounting concepts and rules in a language that is accessible and easily understood by the students• Designed individually tailored final projects for each student.

São Paulo, Brazil

Conversion of the balance sheets by applying the concepts and principles of the FASB 8 and 52, in addition to the USGAAP, IAS and off book adjustments;Preparation of Management Reports and Cost Analysis;Management systems and support to the company's CEO decisions;Accounts Receivable management and supervision;Implementation of the ISO 9000 quality policies and routines.MAIN ACHIEVEMENTSNegotiation / Sales of the SEIKO brand: Revenue gains of US$15,000,000.00 above the company’s headquarters’ forecast with the assignment of use and rights on the Seiko brand, due to the fact that this contract included all the events generating legal liabilities and also due to the detailed negotiation and due diligence having paid attention to all the significant aspects. (2001)Commercial Turn Around: Shift in the logistics of wrist watches by hiring Sales Executives and establishing geographical regions based on the company’s historical data, which generated an increase in income of approximately 23% subsequently to the hiring of the new professionals compared to the last 2-year average and also verifying a higher commitment of the new professionals with the company than that existing between the Watches Distributor and the company. (1999)ISO 9000 Certification: Renovation and maintenance of Federal Tax Benefits, validating them until 2013, which was made possible due to the effort to obtain the ISO 9000 Certificate through the establishment of daily targets with monitoring and meetings to verify all the stages of the project. (1998)Asset Control: Readjustment of the ensured amount by means of an analytical control of Fixed Assets, Investments, and Capital (Shareholders), and comparing the physical report against the tax report, so as to provide the correct amount of Depreciation, acting focused on prevention and avoiding potential questioning by third parties. The company also gained quality and time with the writing down or sale of assets. (2002 and 1998)

Implementation of the daily accounting closing system;Coordination of the financial control of 50 resellers throughout Brazil;Preparation of the Annual Balance Sheet with all the auxiliary documents, being responsible for the whole tax, corporate and accounting routines;Member of the Credit Committee; Participation in the credits and operating limits approval offered to the resellers.MAIN ACHIEVEMENTSRisk Management: Actual reduction of 35% in the total volume of doubtful credit and great gain in terms of responsiveness in the billing process through financial institution which ensured the first 5 installments by training the personnel involved, research and study looking for a safe means of selling with equal terms or above 24 months without increasing default. (1996)Implementation of the Daily Accounting Closing System: Superior improvement of information quality, internal controls, shareholder total satisfaction and daily monitoring, which allowed the company to take decisions faster, saving time, optimizing revenues and mitigating losses, by implementing monthly conversion criteria into daily, to meet demands with a delay of only 3 business days. (1994)

Accountant: May/1993 to Oct./1993Staff Department, including all the area’s routines;Management of a team composed of 9 professionals, 2 Accounting Analysts, 1 Staff Department Assistant, 2 Accounting Assistants, 1 Cost Assistant and 3 other Assistants; andPreparation of the Board of Executive Officers’ Managerial Reports. Sub-Accountant: Oct./1989 to May/1993Input of accounting data into the NASAJON system;Classification of accounting documents and improvement suggestions; andAutomated Inventory control.

Master'S Degree, Msis - Master Of Science In Information Systems, 3.98

Designed to provide the advanced education necessary to manage the technology of business, the David Eccles School of Business Master.

Accounting, Business Administration And Management, General, 4.00

Mba, Tax Law

Direito Tributário

Mba, Controllership

Bachelor´S, Accounting Sciences

Activities and Societies: Membro do Diretório Acadêmico