FKConsulting.PRO is a consultancy specializing in Interim Management that operates in Restructuring, Turnaround, Judicial Recovery and Bankruptcy processes. We develop and execute effective solutions delivering results through leadership, execution and interim management.I am responsible as an Executive Consultant working with clients from different segments, in processes of: Business Restructuring (Pre- and Judicial Recovery and Bankruptcy environment) Turnaround (Performance Improvement) Interim Management (achieving changes in profitability profile, developing customized solutions) Development of strategic planning and feasible management plan Expertise in M&A transaction opportunities | mergers | acquisitions | Fund-raising

Direct report to CEO and Commercial Board.* Development of Market Share Growth Strategies* Improvement Profitability Profile

Development of projects to Companies of different segments and sizes, all in Financial Area, FP&A, Controllership, Continuous Improvement (Lean 6 Sigma methodology);Designing and implementation of Dashboard;Processes mapping and redesign;Structuring and implementation of Strategic Plan, focus on Market Share increase, productivity and Profitability Profile;Team Training in Financial Area, Business Partner, controllership, treasury, accounts payable and receivable, collection, cash flow, valuation, Business Plan and financial feasibility among others;Development and identification of more relevant KPIs to the core business.

Reporte à Família Acionista. Consultoria para Empresas Clientes nas áreas de Controladoria, Comercial e Logística.• Análise e preparação de Plano de Ação de melhoria de performance, foco em fidelização de clientes e melhoria de portfólio de vendas.• Definição e implantação de KPI’s de Performance mais importantes para o segmento.• Implantação de modelo de Gestão de Custos e preparação para implantação inicial de modelos orçamentários.

Controller – Holding – Matriz em Valinhos/SP - (02/22 – 12/22)Gerente de Financeira/ Adm e Supply Chain – Unidade de Três Rios/RJ - (06/20 - 01/22)Reporte ao Diretor Geral da Unidade de Três Rios e depois direto à Família Acionista, gestão de 58 pessoas. Responsável pela gestão das áreas financeira, fiscal, Compras, Logística, Expedição, Almoxarifado e Administrativa• Recuperação da área de entrada fiscal e suporte financeiro, zerando atrasos de pagamentos, gerando acima de 90% da acuracidade das entradas fiscais no sistema em apenas 2 meses• Gerei documento de banco de melhorias no sistema de governança do Grupo para ser implementado conforme prioridade da Diretoria• Modificação da estrutura de apresentação e KPI’s de performance mensais de todas as unidades do Grupo, gerando mais valor aos acionistas e melhor visibilidade dos pontos de ineficiência• Melhoria de 7pp, levando a Margem Ebit da Unidade para a faixa dos 18%, tornando a unidade Benchmarking do Grupo• Implantação de metodologia orçamentária inovadora e própria, conseguindo maior precisão do OPEX contra orçamento, acima de 93% de acuracidade nos anos de 2021 e 2022• Gestão das práticas auditorias em contas e processos pelo Controle de Gestão para melhorar controles internos, e conscientização de toda empresa• Redução dos custos Logísticos e melhoria dos KPI’s de Supply Chain da unidade, melhoria da imagem de Logística da Unidade junto aos clientes e parceiros, gerando maior credibilidade e reconhecimento de serviço• Transformação da moral dos colaboradores por mim liderados e formação de equipe de alta performance. Foco em treinamento e relacionamento Inter equipes, consegui montar equipe coesa, trabalhando como um único grupo e trazendo inovações e melhorias nos processos• Reduzi perdas e compras desnecessárias com mapeamento de processos e unificação de unidades de almoxarifado. Implantando controles internos consegui diminuir custos de peças de manutenção e itens de controle físico

Development of special project abroad.

 Managed the Financial Planning, Controlling and Treasury Direct report to the CFO with the responsibility to analyze and generate performance data, coordinate and support the Directors with the Shareholders, Board of Directors and Corporate Committee.  Responsible for strategy alignment between Biomerieux Group, Corporate and Brazil Site.  Responsible for preparing, approving with the Shareholders, and monitoring the company's budget and monthly rolling forecast – botton-up methodology.  Responsible for elaborate the Margin Analysis by Customer, Product Segment and Bids. Monthly follow-up in order to improve the local and Contributive Margins. Participation on Corporate meetings: Strategy, Human Resources, Finance and Commercial meetings. Responsible for the finance strategic of several areas: Industrial Plant, Supply Chain, R&D - OPEX and CAPEX, in order to consolidate the P&L according to the Growth estimated Responsible for Internal Controls model in the Sub. Responsible for Cash Flow management and control. Responsible for Insurances management, Payables, Receivables, generating KPIs Main results: Improvement of 20% of a specific Product Line margin, the one with low margin and high volumes.  Improvement of the cost receipt and understanding, through a new mass control and dedicated measurements. In one year I as responsible to turn the Cash of the Company into a Credit position. Developed a daily dashboard delivered to the Board, with all information and operation of the Treasure area, cash position, receivables and payables by day and versus planning, collection, orders released and other KPIs as DSO and DPO. Developed segmented DSO in order to improve customer analysis by Commercial Area. Responsible for the Third Party Warehouse project, Lean 6 Sigma model, resulting in significant improvement and less losses.

 Managed the Planning and Control area: Finance, Accounting, Information Technology, Control & Management, and Certification.  Had a direct report to the Superintendent with the responsibility to analyze and generate performance data, coordinate and support the Directors with the Shareholders, Board of Directors and Audit Committee.  Was responsible for being the contact and to represent the company with the Shareholders in the US. Accounting Costs and Managerial Costs Analysis. Developed profitable models, focus in inefficient points and main materials. Coordinated, represented, and monitored the company's strategies through BSC tool, making the integration with the strategies of the Shareholders.  Prepared, approved with the Shareholders, and monitored the company's budget with support from other areas.  Participated in meetings with the Board of Directors in the US. Got to know the Group's other plants in the US in order to standardize information and do Benchmarking. Participated in the Board of Directors meetings every year from 2006 to 2013 in the US.Main results: Developed "Bottom-Up" monitoring controls of performance, significantly increasing profitability and achieving two consecutive years of record profits. Developed a budget and monthly "Rolling Forecast" and a detailed "Bottom-Up" beginning from the shop floor. Prepared a margin analysis by customer, both in the bidding stage as well as after completed, increasing the margins earned on the external market. Set up a Meeting of the Board of Directors with two detailed foci (a technical and financial focus), resulting in a greater ability to identify new strategies by the Shareholders

 Responsible for development of Performance controls "Bottom-UP", in order to increase significantly the profitability profile.  Responsible to elaborate and follow up the year Budget and Forecast of the entire company.  Responsible for the monthly Performance Reports and trend analysis. Finance Business Partner

 Created all the routines, as well as new controls and reports.  Reported directly to the Chief Financial Officer, the Industrial Director, and the General Controller based in the US. Developed strategic cost analysis, implementing weekly meetings with financial planning and production, in order to make the breakthrough inside the month, recovering results.  Decided on the Industrial Budget, which after receiving the volumes (passed through the Commercial area), would prepare the Budget and Revisions and even the Operating P&L together with along with the Production, Supply Chain, Quality, and HSE Managers, including the Distribution area.  Created working groups with a view toward creating strategies for eliminating points of inefficiency. The Manufacturing Activity was a work focus with the following main aspects: Manufacturing capacity (idle capacity and production volume), analysis of return on productive materials, procurement area (local and imported purchases), distribution area (expenses and freight), manufacturing costs, absorption of expenses, destruction of materials. Presented the Annual Budget and Reviews together with the Industrial Director, at the headquarters in the US.  Gained international experience, including presenting projects, controlling manufacturing investments, Budget and Reviews. Participated in a meeting of Strategic Alignment/Budget Approval in the US. Defined and set up a Standardization Framework for the Group Worldwide in the US.Main results: Created working groups with a view toward creating strategies for eliminating points of inefficiency. Presented the Annual Budget and Reviews together with the Industrial Director, at the headquarters in the US.  Participated actively in group, representing Brazil internationally, including presenting projects, controlling manufacturing investments, Budget and Reviews.  Implemented controls and profit generation, giving notoriety and visibility to the Brazilian site.

 Apuração dos custos e análise dos pontos de ineficiência da Atividade Fabril.  Introdução de novos pacotes mensais de performance, levando sempre as análises contra os Standards e períodos anteriores. Elaboração dos preços de exportação, tanto para Empresas do Grupo como para Terceiros, bem como do Catálogo Global, unificando globalmente desde embalagens, componentes e linhas de produtos.

 Main focus of the work was administering the Factory. Calculated performance indicators of the Manufacturing activity through four basic variations: activity (volume), purchases (price and exchange rates), yield (use of materials in the production process), and expenses.  Developed a monthly dossier for the French Headquarters, Directors, and Managers of the result reached by the Factory.  Analyzed points of inefficiencies and opportunities for improvements.  Monitored Standard Costs and their evolution by product.  Developed studies on the evolution of man hour, machine hours, and allocation of labor by product. Managed the Company's investments in the Factory and did the financial monitoring of projects. Coordinated and prepared the Factory's Budget and the Budget just for Purchasing, including preparing its defense and submission for approval to Headquarters. Main results: Set up the entire matrix of analysis and monitoring of this new area that had as its main focus the administration of Factory in order to increase the profitability of the industrial area. Developed a monthly dossier for the French Headquarters, Directors, and Managers of the result reached by the Factory. Developed studies on the evolution of man hour, machine hours, and allocation of labor by product generating higher yields, lower manufacturing costs, and mapping of the operations' bottlenecks.