Sandro Fernandes Email & Phone Number

• Holding that manages 'Parque Bondinho Pão de Açúcar' (Rio de Janeiro), 'Parque do Caracol' (Canela, Rio Grande do Sul) and 'Parque Estadual do Tainhas' (northwest of Rio Grande do Sul).• Grupo Iter also controls the companies C2Rio Tours & Travel, Destinow, Destitech, 110 Ventures and Iter Administradora.

• Grupo Iter• Parque Bondinho Pão de Açúcar •. Travel Activities Holding - TAH• Consórcio Novo Caracol• Conselho Sindepat

• Conselho Estadual de Turismo RJ• Conselho Municipal de Turismo RJ• Conselho de Turismo da Associação Comercial RJ• Conselho de Turismo da Fecomércio RJ• Conselho Apresenta Rio

• Responsible for the definition and implementation of the 5-year Corporate Strategic Plan with the vision of becoming the best South American tourism, entertainment, and media Platform• Reporting to the Shareholders• Lead a direct team composed by three Officers and three Senior Managers; the company has more than 300 employees• Responsible to implement the Governance Policy and consolidate the professionalization vision promoted and supported by the Shareholder Members

Rio De Janeiro Area, Brazil

• Definition of the Commercial Development Strategic Planning for the whole airport site• Responsible for R$ 400 million plus Non-Aero Revenue • Managed, developed, and motivated a team composed of three senior managers and supported them to lead and coach their respective teams • Headed of three distinct business areas within the airport site:o Business: business model definition and negotiation for each strategic partnership: duty free, advertising, parking, airlines, jet fuel supply, and real estateo Retail: set the commercial master plan for each terminal with an emphasis on retail operations, food and beverage, passenger services and ground handling operationso Development: master plan setting the airport site looking for maximizing revenues generated by the occupation of strategic areas over the 25-year concession• Airport spokesperson responsible for interacting with different airport stakeholders

Rio De Janeiro Area, Brazil

• Managed the most important shopping mall in South Zone of Rio de Janeiro not only in positioning but also in sales per square foot. The mall is ranked the 2nd in terms of sales per square foot in whole country• Managed the complex with gross sales of US$ 500 million plus in 2012• Led a mall Repositioning Program which reinforced the positioning preparing it to the international relevant events such as Worldwide Cup and Olympic Games• Coordinated and evaluated a six-member, management team and manage the third party contracts• Supervised the commercial efforts to attract partners to set forth their products/services to the mall clients• Implemented a new Housekeeping Program which reduced CAM costs more than US$ 250k

Sao Paulo, Brazil

• Led the development and implementation of 5 year-business plan with clear objectives for multi category and multi channel: 50 whole-owned stores, fashion and beauty categories, e-commerce, and wholesale business• Responsible for implementation of strategic planning and management of each category and channel• Direct commercial initiatives focused on achieving continuous improvement in sales revenues, cost reduction, product offer, customer satisfaction and maximizing capital investment• Coordinate the development of strategic suppliers (national and international) for each category• Responsible for implementation of the expansion plan and development of e-commerce and wholesale channels.• Strategize in marketing message to achieve overall look and feel of branded events in the stores keeping message consistent through advertisement and promotions

São Paulo Area, Brazil

• P&L responsibilities for the Brazilian operations (US$ 10 million)• Responsible for managing Trade Accounts in South America• Responsible for defining the 5-year Country Strategic Planning• Developed new HR structure to have the operations ready for growth• Proposed and approve together with Senior Management in NY new locations for future expansion• Revised and approved all commercial policies in place• Coordinated the Performance Management Plan in the country• Coordinated all the efforts: complete supervisory role for over 20 employees• Revised all the merchandise mix sent to Brazil to have the best optimization

São Paulo Area, Brazil

• Manage the most upscale shopping center in Latin America and ranked the 22nd most valuable rent worldwide as per Cushman & Wakefield• Manage the shopping center with gross sales of US$ 670 million plus in 2007• Responsible for tenant contracts for more than 340 stores• Coordinate the mix ideal process and validate to the CEO• Plan and implement US$ 26 million expansion program• Implement a new fidelity Marketing program focused on 3,500 clients responsible for more than 10% of mall gross sales • Coordinate the development of annual US$11 million budget forecasting sales and operational expenses• Hire, train, supervise, and evaluate an eleven-member, management team. The shopping mall counts with 400 plus employees

São Paulo Area, Brazil

• Leaded the group responsible for defining the business unit Strategic Planning for its repositioning • Managed the shopping center with gross sales of US$ 80 million in 2005• Managed the two towers – total 31 floors – with leasing income of US$ 8 million• Responsible for tenant contracts for more than 170 stores and 31 companies (towers)• Planed and implemented US$ 12 million mall repositioning and remodelation program• Reduced tower vacancy from 23% to zero in 7 months• Supervised the utility and suppliers contracts in order to reduce tenants´ operational costs• Developed annual US$4 million budget forecasting sales and operational expenses• Hired, trained, supervised, and evaluated a nine-member, management team

São Paulo Area, Brazil

• Implemented and coordinated the leasing strategic plans for eight, wholly-owned and five, partially-owned properties obtaining substantial sales increase of 14% • Developed a Company’s expansion plan and identified areas and malls for taking over involving a 15% square footage increase• Accountable for evaluating and approving commercial investments higher than US$1 million

Greater Nashville Area, Tn, Usa

Winston Salem, Nc, Usa

• Developed 2003 Business Plan with goal of improving FFO performance by 5%• Actively assisted in developing $3.5 million operations budget for 2003 to improve mall standards• Participated in supervision of $18 million renovation of Hanes Mall, coordinating efforts between merchants, mall operations and two major contractors

São Paulo Area, Brazil

• Advised CEO on strategic acquisition of companies across Brazil to maintain leadership position• Identified and developed international partnerships to provide technology and expertise for maintenance, housekeeping, and security projects reducing the CAM Costs about 22%• Developed and implemented new technological, financial, and other strategic plans at all business units• Managed multi-functional teams to increase productivity and effectiveness• Project coordination for eight, wholly-owned and five, partially-owned properties

Campinas Area, Brazil

• Managed shopping center achieving 1999 gross sales of US$200 million• Coordinated tenant contracts for more than 200 stores and six anchors• Increased sales 11% through recruitment of new businesses replacing bankrupt anchor stores• Reduced utility costs more than 35% through negotiation with suppliers• Developed annual US$5 million budget forecasting sales and operational expenses• Hired, trained, supervised, and evaluated an eight-member, management team

São Paulo Area, Brazil

• Assisted general manager in all operational tasks, including lease negotiations, site inspections, competitive analysis, management team supervision, and annual budget development• Reduced annual maintenance costs by over US$0.5 million through preventive maintenance program

São Paulo Area, Brazil

• Managed sales for São Paulo’s Coastal Region, with annual gross revenues exceeding US$60 million• Developed strategic sales plan that surpassed company goals and increased market share 3% in 6 months• Administered launch of new products, achieving 80% of targeted points of sale in 2.5 months

Mba, General Management

Activities and Societies: Corporate Strategy Teacher AssistantPresident, Latin Business Association, Vanderbilt University, 2002-2003

Bs, Production Enginnering

Activities and Societies: Co-founder Junior EnterpriseScholarship in Production and Control Planning and Industrial Costs at CNPq