Tiago Machado Email & Phone Number

Br

Sao Paulo, Sp, Br

• Developed and implemented the integration of the accounting, controllership, tax, and treasury teams from CDF and Porto. Migration of the ERP used by CDF to Porto's SAP system• Leadership in the process of registering Porto Serviço S.A. as a publicly traded company with the Brazilian Securities Commission (CVM) in May/24

Sao Paulo, Sp, Br

• Responsible to plan and execute all financial, HR and IT activities to support the increase of business performance. Gross Revenue increasing 207% and EBITDA 390% from 2015 to 2023. Achievements reached mainly driven by better product portfolio management, increase of services distribution channels and cost reduction initiatives• Led 2 important M&A acquisitions processes (buy side). These transactions were key to protect the market from new and potential stronger competitors and to acquire new service distribution channels• Prepared the company to IPO in Q121, all documentation was filled at CVM but the offer was cancelled due to bad market conditions• Led the sell side M&A process with Private Equity fund (Sep/21)• Led M&A deal (merger) between CDF and Porto Seguro, building the biggest assistance company in Brazil (May/22)• Responsible for the issuance of debentures totaling R$135MM, with Itaú BBA and Banco ABC as the bank coordinators (Oct/22)

São Paulo, São Paulo, Br

Responsible to manage all finance areas of the company: Accounting, costing, FP&A, pricing, taxes, accounts payable, credit & collection and treasury. Manager of IT activities.

Morrisville, Nc, Us

• Accountable for annual budgeting, monthly forecasting and financial reporting, providing support to business decisions. Responsible for Pricing, costing, accounting and FP&A activities. Reporting directly to CFO• Responsible to plan and execute all financial activities to support the increase of business performance KPI’s from 2013 to 2014: 67% Volume Growth, 66% of Revenue Growth, 1.0pts Gross Margin increase, US$20MM higher Operational Profit. Achievements reached mainly driven by better pricing and product portfolio management• After Lenovo’s own manufacturing facility establishment in Brazil, I have led all financial aspects of the transition from a third-party manufacturing business model to a self-manufacturing model. My team and I defined all new costing and accounting processes

Greater Chicago Area, Il, Us

• Accountable for annual budgeting, monthly forecasting and financial reporting, providing support to business decisions, as well as Marketing and Trade Marketing expense control. Reporting directly to CFO and Lacta Business Director• Responsible for making financially viable the first Lacta aerated chocolate in Brazil. Due to the huge level of competition in this segment, Lacta was supposed to launch an innovative product, with higher quality as compared to the competition at a competitive price point. Along with Marketing, Sales, Manufacturing and R&D teams the product was launched within the initial timelines (8 months). It was very well valued by clients and consumers due to its combination of innovation, competitive sale price and trade marketing investment support. After the launch its margin was 5p.p. higher versus Lacta’s regular line• Led Lacta’s product portfolio optimization strategy, reducing the number of tablet line sku’s (from 12 to 7) in order to decrease complexity at chocolate factory in Curitiba and increase production lines efficiencies by set-up time reduction. This optimization also increased sales and trade marketing teams focus at the marketplace. The definition of which products to eliminate was based on sales volume, profitability and strategic role of each of them

Beaverton, Or, Us

• Accountable for annual budgeting, monthly forecasting and reporting, strategic planning process and financial support to business decisions. Leading S&OP process by ensuring single targets for each area. Reporting directly to CFO• Led mitigation plan against antidumping policy imposed by the Brazilian Government in Sep 2009, related to shoes imported from China. Along with Marketing and Sales teams, the decision was to replace part of the product portfolio, changing products sourced from China, to Vietnam and Indonesia. Besides that, specific price increases were implemented taking into consideration the price competitiveness of each model in the marketplace. Additionally, I coordinated the global sourcing team to move the main footwear products brought by Nike Brazil from China to other countries. This plan reduced the antidumping impact in R$ 24 Million in 2010. The price increase was followed by the competition, keeping Nike’s price competitiveness in a good level

Beaverton, Or, Us

• Responsible for costing and pricing projections for the Footwear, Apparel and Equipment division of Latin America, providing financial support for the product development area. Reporting directly to CFO and Product Development Director• Developed and implemented strategy to increase cost competitiveness of footwear production in Mexico. Along with Nike Mexico and manufacturing partners, I established minimum production volumes in order to reduce fixed costs. Besides that, I was responsible for coordinating bottom (soles and midsoles) importation from Asia to get lower costs. I also defined product portfolio by factory in order to minimize changes in the line production to increase efficiencies. This plan reduced around 25% shoes cost production. Sales volume increased from 218 thousand pairs in 2007 to 750 thousand pairs in 2008, increasing in 10% shoes margins

Br

• Direct Report to the Telecommunications BU Vice-President• Leading a team of 8 people responsible for: Budget, Accounting, Invoicing, costs and Fiscal Area located in São Paulo and Manaus (Factory)• Prepared and implemented a business plan of Gradiente’s return to mobile phone market along with Marketing, Operations, Sales and New Business Development areas. The first step of the plan was defining the new technology partner. Besides that, I was responsible for determining product portfolio pricing, analyzing CAPEX investment of a new factory located in Manaus and establishing fiscal strategy to maximize business profitability. In one year the factory was already operating and in 2004, 600 thousand phones were sold generating Net Revenue of R$ 83 Million. The fiscal planning reduced components import taxes increasing phone margins around 5%

Us

• Responsible for structuring the budget and results procedures in the company’s start up process• Developed the first Budget of the company (Profit & Loss, Balance Sheet and Cash Flow)• Managed a team of 4 people in the ERP implementation software SAP R/3 - controllership area• Responsible for reporting the financial and operational results to the board of the company in Canada, translating the statements to USGAAP• Achieved a reduction of the managerial closing from 3 to 1 day

Lausanne, Ch

• Elected among 500 candidates to receive a 12 month on-the-job training program• Reduced in 75% the daily bank conciliation time in the treasury department• Designed and implemented the “accounting manual” for the accounting department• Participated in all activities of the Financial Planning department (Controllership, Auditing, Treasury, Financial Planning and Costing)

Phd Program, Finance

Chief Financial Officer Program

Master'S Degree, Business Administration

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