GMY provides consulting services in the areas of M&A, Finance and CFO as a Service supporting its clients to prepare the company for fundraising and M&A operations, for financial restructuring, and intermediation with funds, investment banks and auditing firms.

Reported to the CEO. Responsible for the Finance Department, including Controlling, Accounting, Treasury, Procurement, and Facilities. Provided critical information to the company's Executive Committee through systems, metrics, and reports; produced budget and forecast; supported M&A operations; ensured tax incentives, and advised the sales and operations teams. - Restructured the company, cutting about 30% of costs.- Restructured the Controllership and Accounting areas and created management reports.- Established the FP&A department.- Coordinated the budgeting process. In 2023, the company exceeded the EBITDA target by 239% after a negative EBITDA in 2022.- Generated cash flow for the first time in the company's history.- Coordinated the first External Audit process and obtained an non-qualified audit report from KPMG.- Coordinated the implementation process of Protheus ERP system.

Responsible for managing financial matters of Group companies. Provided critical information through systems, metrics and reports; produced budget, forecast and business plans; supported merger and acquisition operations (business plans, presentations and due dilligence); ensured tax incentives (eg.: Lei do Bem) and financing for the development of new businesses and advised sales and operations teams.

Reported to the Executive Committee. Responsible for the Financial Department which included Controlling, Accounting, Payments and Facilities; and for the HR and IT Infrastructure Departments. Provided critical information to the Executive Committee of the company and to the Central Bank through systems, metrics and reports; produced budget and forecast; supported merger and acquisition operations; ensured tax incentives and financing for the development of new businesses; managed investor relations, and advised sales and operations teams.

Reported to CEO. Managed Finance Area, including Accounting, Treasury, People Administration, Legal and Auditing activities; Professional Services business unit; and Facilities. Provided critical information to Steering Committee and Company Management through relevant systems, metrics and reports; advised sales and operations teams; convened with CEO on plans, sales commitments, and quarter results; secured government business development funding and relevant tax breaks (eg.: desoneração da folha); supported CEO in business development, managed investor relations.- Actively participated in merger and acquisition operations by supporting advisors.- Restructured the company. Cut costs and expenses by 30%.- Restructured the Financial Department and hired more qualified and lower-cost employees.- Renegotiated the real-to-dollar conversion rate charged by the banks for exports, increasing realized sales by 3%.- Implemented a financial hedging strategy.- Created a “High Potential” program to develop company managers, increasing Gross Margin from 10% to 30%.- Implemented a financial controls system, including measurement of Key Performance Indicators.- Opened subsidiary in Silicon Valley, USA. - Changed external auditor to one of the Big Four and obtained non-qualified audit reports in all years.- Tripled the sales of Professional Services in the 3 years after gaining responsibility for the unit.

Responsible for overall financial operations. Reported to Executive Vice President.- Actively participated in a merger and acquisition operation with support for the preparation of business plan and support for the advisor.- Restructured debt profile from short- to long-term.- Negotiated structured operations with banks.- Automated management reports and improved the quality of management analysis.

Oversaw overall company operations in Brazil. Reported to headquarter's Executive Vice President.- Created a Commercial Department, focused on new business. Increased customer service levels as evidenced by first-time invitations to participate in Request for Quotation processes.- Improved client satisfaction by creating synergy between uncooperative administrative and operational areas and improving account administration practices.- Generated cash for the first time in the history of the company.- Achieved a higher-than-average monthly net margin in the telecommunications operation and maintenance market.- Restructured the company, closed branch offices, and hired more qualified and lower-cost employees.

Worked closely with the Business Division Director and the Corporate Controller to analyze project margin actuals vs. budget, to control project costs, to estimate project sales and cash and to evaluate and adjust pricing of contracts and proposals.- Coordinated the team responsible for implementing a cost management structure for the company’s largest active project.

Worked closely with the Corporate Controller and the Chief Financial Officer to analyze Income Statement Balance Sheet actuals vs. budget, to consolidate and revise monthly forecasts, to fulfill special requests and to manage projects from the headquarters in Paris and Madrid, to evaluate and adjust pricing of contracts and proposals, to coordinate the capital investment process (budget, execution and reporting), and to control corporate costs.- Automated management reports, reducing generation time from 4 days to 1. Eliminated errors due to the previous manual process, providing for higher confidence in the quality of the reports. Considerably improved the quality of management analysis and the ability to take proactive measures.- Automated monthly cost tracking (developed a Local Essbase) which allowed for more precise and detailed analyses. Permitted management to take immediate actions to reduce costs.- Implemented a system that controls the process for budgeting, reporting, and approval of capital expenditures.- Improved communication between Alcatel Brazil and headquarters.

Responsible for the entire “vertical process” of selling stocks, as is the model in Brazilian brokerage firms. Analyzed the political and economic environment in Brazil as well as that of certain publicly traded companies, advised domestic and foreign clients on short, medium and long-term stock market performance, traded shares and futures for market investors, settled trades within and outside of Brazil, sought prospective new clients in New York and London.- My relationships, ability to communicate with foreign clients, knowledge of mathematical models for trading options and futures, and familiarity with the complex process of performing settlements helped to increase overall trade transaction volume by 30%.- Created an automated program that utilized statistical models to evaluate prices of options and futures, resulting in buy/sell recommendations.

Researched Brazilian publicly traded companies, particularly in the steel and telecommunications industries. Visited companies nationwide and performed stock price evaluations based on fundamental analysis focusing on sales.

Participated in the training program of the investment bank. Included phases in the treasury and in the fund management, research, controls, and settlement departments.