 Support LATAM CFO as a financial partner for regional business leaders, supporting the development and evaluation of new business opportunities in a given country and providing guidance and insight into significant business transactions including but not limited to pricing, tenders, discounts, large deals, cash flow, AR&AP, to ensure business objectives are achieved; Provide input and support key FP&A processes such as rolling forecasts, annual budgets, and projections to ensure they are in line with local business conditions and the global objectives and strategy in terms of profitability and cash flow. In charge to ensure timely and accurate completion of all operational forecast and budgets; Work with various functions such as Legal, Tax, Customer Care, Operations and country Finance teams to identify market-specific issues and requirements that may affect business performance, and to timely address those issues; Support active management of the P&L and Cash Flow to maximize results and drive operational income performance, focusing on COGS and Operational Costs/Investments.

 Leadership of 9 team people and direct support to 5 business units and 1 key account, totaling more than 50 indirect people. Responsible for supporting the annual investment management of $10M/year and allocation of $150M/year sales target. Working on cross-functional teams: Marketing, Finance, and Supply Chain to allow better execution of sales projects. Responsible for structuring the Business Intelligence and Sales Effectiveness department, sales indicators using automated tools. Building of results and margin simulator for investment analysis at the POS (point of sale). Management of trade agreements and portfolio. Driving results meeting, compensation management, and commercial incentives. Design and implementation of pricing policy and customer segmentation, increasing revenues by 25%; leadership of sales planning processes (S&OP), reducing obsolescence, and stock-out by 20%. Implementation of automatic sales report, ensuring efficiency and accuracy in results at the outlet level.

 Leadership of 3 direct and 15 indirect people. Direct support to 10 business units and 2 key accounts, totaling over 70 people. Support in managing investments of $25M/year and allocation of $500M/year in sales target. Structuring sales dashboards for the premium channel, development of automated tools for managing the sales in new customers. Responsible for Commercial area in S&OP processes. Design cross-function processes to allow profitability analysis of Devassa franchises, considering assets, logistics network, price, product, and service level. Management of expenses, budget, and variable compensation. Driving studies related to portfolio distributors, reducing inventories by 30%. Increasing profitability on key accounts through the market exclusivity contracts management. Perform results presentation at executive meetings.

 Responsible for automation and integration of logistical and commercial KPI’s related to direct channel (wholesalers and retailers), reducing process time from 5h to 3min, ensuring a broad view of the improvement opportunities in these areas and in the key accounts’ service level.  Driving logistic mesh and portfolio optimization studies, to reduce stock-out and contractual fines in R$7M on all national accounts. Building quota policies to avoid conflicts between channels (direct and indirect); performed logistic service studies, enabling the building of a distribution center, reducing labor costs and delivery time on clients.

I was part of the team that implemented S&OP, with statistical models and inputs of external variables, and was also responsible for leading monthly consensus meetings and automate forecasting processes (VBA in Excel and Access), which allowed me to build a trusting business relationship with the Marketing and Sales, and reducing extra hours on work. I also lead the development of market studies for executive meetings which took into consideration marketing campaigns, the potential of the region, and market seasonality.

 I was part of the team that implemented S&OP, with statistical models and inputs of external variables, and was also responsible for leading consensus meetings and automating forecasting processes (VBA in Excel and Access), which allowed me to build a trusting business relationship with the Marketing and Sales and reducing extra hours on work. I also lead the development of market studies for executive meetings which took into consideration marketing campaigns, the potential of the region, market seasonality. I was apart of a job rotation that introduced Industrial and Commercial areas of business that allowed a systemic view of their business. Working in a changing environment allowed me to improve the ability to prioritize tasks and to manage time and resources, in order to track and optimize activities under my duties.

>> Led and coordinated all marketing and operations projects of the company as well as tracked their KPIs. Developed studies for cost reduction and product repositioning in the market, and implemented the lean manufacturing in the bottling area, being TPM and SMED the main pillars of the project. >> Carried out meetings and trainings for the supervision and operators teams. In this role, it was used methodologies such as Ishikawa, Kaizen, 5W-2H and PCDA. As a result, it was increased the bottling lines performance by 15%.