Execute and manage Operated Blocks and Joint Operated Blocks (in both Exploration and Development & Production phases): Crude Entitlement & Lifting schedule, Work Program & Budget (WP&B) review and implementation, Cash Call, PSC accounts, Budgetary Control, Joint Interest Billing.Drive, plan and review financial performance and commercial matters of Oil and Gas Assets and Ventures, cost recovery, partners’ audit, and governance to ensure compliance with corporate, country and host government’s requirements.

Division: Power and Renewable GenerationRegion: Benelux, UK & Ireland, Nordics & Baltics and Middle East & Africa- Business Partner and financial planning: design and implementation of management model focused on operational excellence achieving successful turnaround – reaching profitability and cash flow targets- Achieved significant improvement in project profitability and business predictability (incl. forecast accuracy) based on implementation of control processes and tools – enabler to improve strategic and commercial decision making process- Responsible for design, communication, implementation and control of innovative pricing methodology increasing sales strike rate- M&A&D projects: selection of projects and commercial strategy, responsible for Valuation and “light” due diligence process- Ventures/Incubators: responsible for business cases, business development and structuring deals- ERP system implementation and reduction of period-end closing process by 3 days with improvements in external audit reports (Big Four)- Leading multi-functional team of +20 people: legal contract review, business partner, financial controller, FP&A, reporting results to several stakeholders, external audit, billing, project control, financial and commercial approval of proposals in all markets

Division: Oil & GasRegion: South AmericaResponsible for restructuring and turnaround achieving improvement of 20 p.p. in operating margin:- Development of strategic plan, based on market analysis and business trends- Revise business portfolio and operational delivery model- Implementation of cost efficiency project, reaching best historic index of indirect costs without negative impact on employee engagement survey, based on effective communication plan

PMO with “hands-on” approach responsible for post-merger integration of companies with US$ 150 million yearly revenue, within 15 legal entities in 5 countriesSuccessful leadership of 40 people in multi-functional projects, delivering legal entities integration, implementation of IFRS accounting standards, implementing ERP and CRM systems, integration of teams, harmonizing practices and processes and cost efficiency.

Division: Maritime, Oil & GasDesign and implementation of results-oriented management model, developing commercial and financial culture achieving sustainable turnaround on short and long-term:- Acting as business partner in several business dimensions: people management, commercial matters, strategic and financial planning, KPI definition and business cases- Successful renegotiation of contracts worth US$ 25 million with clients- Instructor of financial management training program, developing commercial and financial culture in the company- Manager of team with 5 direct reports – controllership, reporting results, scenario planning, budgeting, project control, billing and contract legal review

FP&A and business control to support decision making process.Development of systems and reports.Implementation of processes and best-practices in several finance stream – tax, accounting, reporting, accounts payable, collections and accounts receivable