Initially, lead the Market and Liquidity Risk areas (Treasury and Asset Management) and subsequently added the Integrated Risk Management (Brazilian resolution 4.557), Brokerage Risk, and Credit Risk areas. Coordinated and monitored the bank’s Risk Appetite Statement (RAS).Coordinated Risk Committees such as the Market Risk Committee (CRM), the Liquidity Risk Committee (ALCO), the Credit Risk Committee, and the Investment Funds Benchmark Committee. In addition, also a member of the Capital Committee. • Monitored Market, Liquidity, and Credit risks for the strategic capital planning.• Redesigned and implemented Market and Liquidity Risk managerial reports and controls. This project allowed higher transparency, faster communication, and better-informed decisions by risk, treasury, and asset management executives.• Reviewed, improved and implemented all liquidity risk controls frameworks used by Safra Bank. This project enabled the management of the bank’s liquidity with higher precision increasing the quality and timing of transfer price decisions.• Implemented the process that controls the spread of CDI percentage products (specific Brazilian financial market products). This process assured the necessary information to hedge BRL 101 Billion in positions indexed to the percentage of CDI index.• Implemented IRRBB (Interest Rate Risk in the Banking Book) controls as demanded by the Brazilian Central Bank (BACEN) regulations.• Implemented the process that computes the NSFR index (Net Stable Funding Ratio) and controls the long-term liquidity position.• Coordinated and improved the court-order debt security investments controls. This project monitored and analyzed the profitability of BRL 220 Million in investments.

Managed international companies’ financial statements accounting and managerial consolidation process, including LATAM strategic planning and budget control. This business generates USD 2.7 billion in revenues and USD 250 million of net income annually. • Coordinated international finance areas in nine countries: United States, England, Switzerland, Chile, Argentina, Uruguay, Paraguay, Colombia, and Mexico. • Led the implementation of the accounting process that inserted the after merger Itaú Corpbanca’s balance sheet into Itaú Unibanco’s consolidated balance sheet. This project covered Itaú Corpbanca units in Chile, Colombia, Panama, and the United States (NY), with USD 24.2 billion in assets and USD 4.7 billion in stockholders’ equity.• Coordinated the COSIF Project that redesigned the accounting process, translating the International Units’ balance sheet into Brazilian GAAP as required by the Brazilian Central Bank’s (BACEN).• Improved the corporate governance related to the financial areas of International Units through the implementation of the International Finance Committee.• Planned and implemented reports that better explained the International Units managerial P&L translation into the managerial P&L in Brazil. Managerial P&L adjustments included accounting GAAPs differences, fiscal adjustments, economic capital calculation, booking units results, headquarter indirect costs, and credit provision adjustments as required by Brazilian Central Bank (BACEN) regulations.• Improved communication with the International Units by implementing the International Finance Tableau platform. This project increased the communication speed with the International Units faster, enhanced headquarters KPI’s understanding, and improved local executives’ decision process.

Lead the Controllership, FP&A, Tax, Accounting, Accounts Payable, Asset Management (USD 590 Million under management), Procurement, Legal, and Security areas. Managed and presented the strategic planning, financial projections, P&L analysis, and monitored the capital requirements to the Local Executive Committee, Board of Directors, and Headquarter in Brazil. Reported to local the CEO and Headquarters CFO. Team of 74 professionals.• Managed relationship with the Market (Central Bank (BCRA), Bank Association (ABA), External Audit and Rating Agencies).• Planned and implemented managerial reports that made it easier to identify revenue sources by segment and product. This project allowed a better understanding of Itaú Argentina by the headquarter in Brazil and simplified the local decision-making process.• Achieved real tax rate reductions from approximately 50% to 37% in about six months with fiscal planning.• Implemented the Procurement System that made it possible to manage the procurement flow electronically, including budget control online. This process, which purchased the equivalent of USD 90 million annually, turned into a key information source for the development of suppliers.• Implemented IFRS and Activity-Based Costing (ABC).

Developed pricing and risk models for national and international products used by the Treasury area. Developed operational risk models and underwriting risk models for the insurance company. Reported to the CRO. Team of 15 professionals.• Implemented Sarbanes-Oxley Act (SOX) controls in the Pricing area of Itaú.• Developed models for measuring the risk of underwriting and allocated capital of the insurer.

Led the pricing team in charge of calculating the mark to market (MtM) of all the assets and liabilities used in the organization’s managerial and accounting reports. Reported to the Head of Risk. Team of 10 professionals.• Developed the Asset Liability Management (ALM) model for Itaú’s pension funds. This model guided the investment of USD 2.4 billion.

• Presented Itaú's Brazil risk methodology to professionals from New York and Lisbon branches offices.• Designed and implemented risk tools and reports, such as limits structure.

• Nominated to Program A, where Itaú sponsors talents with great potential in MBA courses held abroad.