Responsible for the development and implementation of the new B2B payments platform for large corporate accounts in Brazil.

Business Transformation through Fintech applications promoting Capital Structure enhancement:• B2B Credit Card allowing credit for commercial transactions @ MDR (Merchant Discount Rate) – enhance the credit limits to customers, interest free, no bad debt accruals, no credit insurance (yes, this is true!)• Supply chain financing helping to leverage vendors based on your credit score – working capital improvement – funding sources: family office, own cash, banks operating in a high-tech rates auction platform• Receivables financing helping customers to extend payment terms while permitting your business to access cash discounting receivables – working capital improvement – funding sources: banks operating in a high-tech rates auction platform• Business Efficiency through a comprehensive assessment aiming to select opportunities for margin improvement – do achieve your budget uncovering opportunities lying in your balance sheet• Insurance coverage actively managed (no more yearly repeatedly renovation process) – business risk taken seriously in a high-level consultancy approach, hire the polies your business need, not more, not less. Huge opportunities are hidden under the assets your business must protect (properties, judicial escrow deposits, cyber risks, D&O, liability coverage…)• Brazilian Innovation System promoted by the Science and Technology Ministry that allows your business to (i) achieve extremely attractive long-term loans (FINEP) and (ii) access Tax Incentives that allow your business (industry/commerce/services) to invest in innovation processes using income tax deductions reducing the effective tax rate (product launch, new management processes, technology investments, operational efficiency improvement...)

Business Development with large corps on Business Processes Outsourcing bringing efficiencies to the AI level (IBM Watson´s Platform).

• Stabilization of the cash flow by contracting short-term credit lines to manage the immediate liquidity and the reactivation of some credit lines with the main financial institutions, improving the relationship with the financial community;• Implementation of a discipline aimed at operating the company within its limits of indebtedness and cash;• Definition of Accounting as the sole source of company management information;• Improvements in finance governance allowing significant progress in the internal controls environment;• Adjustment of the company structure with reduction of the Financial Area by 20%;• Capital structure reshaping by adjusting intercompany debts, conversion of Corporate services hired in Euros to BRL, capitalization of the business with support of the parent company and the shareholders;• Implementation of general inventory and revolving inventory in order to reduce losses;• Implementation of a risk management model in the company, reducing losses by 25% in a year;• Creation of a Tax Committee to address relevant tax issues with appropriate governance and focus;• Rescuing the motivation of the Finance team and aligning it with business objectives.

•Business support through a pragmatic management approach based on three potential cash-generating areas: Tax, Working Capital, Corporate Restructuring•Prospecting and developing new business/customers through fitting potential demands to the offers provided by developed partnerships with renowed consulting specialists.Projects:•Compensation of tax credits of BRL +100m in companies of different segments•Improvement of working capital by the implementation of supply chain finance tool drawn for suppliers of large companies, with a turnover of BRL +400m/month•Turnaround of a large Agribusiness company, diagnosis performed, proposed action plan, new debt structure of BRL +1.2bln•Development of activities of Interim Management and consulting services in a shopping malls chain•Acting as Senior Advisor reviewing projects developed by a Top Tier Consulting Company•Clients served: Call Center/BPO | Acquirer/Financial Services | Renewables Energy | Food Services | Services/Human Resources Consulting | Shopping Malls | Agro Industry (Biodiesel) | Retail Chain (Electric/Electronics)

•Reported to the CEO and led a team of 110 people in Finance, IT, Legal and Human Resources;•My initial challenge was to prepare the company for an IPO, developing its processes and systems, strengthening its governance and establishing a professional high-level financial management approach;•My secondary challenge was to ensure the survival of the business - at that time, the lack of an accounting system (in the last 2 years) required to reflected the economic reality of the business led the company to have its credit lines frozen, tightening liquidity that led to its solvency limit; the project to prepare the company for the IPO was suspended.

•Reporting to the CEO, I was responsible for managing 90 people in the Finance, IT and Legal areas•My mission was to stabilize the financial area through the implementation of controls and standards of global governance of the Group, leading the process of transformation of the company and leading it to a new level of productivity and management

•Reporting to CFO Global and CEO Brazil and leading a team of 700 people, I was responsible for the management of Finance, Purchasing, Information Technology and Legal areas•Led the restructuring of the company into four business units, stabilizing the Finance area, implementing an efficient management platform and promoting greater visibility of the performance of each business to the parent company•Led a complete review of the corporate functional structure resulting in a 10% reduction in expenses (G & A) in 2013. previous year, since the implementation of the Shared Services Center, supporting the back-office processes, achieving a 30% reduction in the costs of its processes•Coordinated locally the sale of the Fertilizer business to Yara for USD 750m•Obtained a significant improvement of RONA (Return On Net Assets) in 2012 through the recovery of USD + 250m of underperforming assets - receivables from farmers overdue to 4-5 years, tax refund lawsuits (1990s), rural properties and urban loans received in payment, minority interests in other companies

2008-09 Orizon, Advisory Board – JV Cielo, Bradesco and Banco do Brasil, technology startup in benefits administration and health care plans2010 Luizacred, Advisory Board – JV Magazine Luiza and Banco Itau, designed to provide credit to Magazine Luiza's customers issuing branded credit card to customers (+2 million plastic issues)2010 Luizaseg, Advisory Board – JV Magazine Luiza and Cardiff (BNP Paribas), Magazine Luiza's insurance company offering extended warranty services and other types of coverage to the retail chain customers2011-13 Bunge Marroc Phosphore, Advisory Board – JV Bunge and OCP, state owned by the government of Morocco, operating in Phosphate production in Morocco for export to the Brazilian market2011-13 Bungeprev, Advisory Board – Bunge employees' pension fund with managed equity of R$400+ million2012-13 Sigafacil, Advisory Board – JV Bunge and Financial startup of business card benefits to truck service providers to Bunge2011-13 Bunge Foundation, Fiscal Council - dedicated to the areas of education and sustainability, seeking to encourage Sciences, Literature and Arts, developing training actions for educators, corporate volunteering in public schools and preservation of corporate memory

•Reporting to the CEO of the company, my mission was to prepare the company for the IPO, through the implementation of a best practice of corporate governance, quarterly results review, due diligence, valuation, definition of book runners, lawyers and external auditors, general supply coordination•I led Finance and Investor Relations through a team of 25 people

•Reporting to the CEO, I spent the first two years strengthening the governance and reliability of the financial information used to manage the business and prepare the company for the IPO•I had under the management of the Controllership, Financial Planning, Treasury, Investor Relations, Legal and Procurement areas, a team of 250 people•Led the largest IPO in the history of the Brazilian capital market (and the second largest IPO in the world in 2009) - offering 42% of the company's capital, R $ 8.2 billion - the offer was led by Bradesco, Banco do Brasil, Santander, JP Morgan, UBS and Goldman Sachs (book runners), road show in 17 cities, more than 150 individual meetings with investors on four continents resulting in a demand of US $ 30 billion with 470 institutional investors worldwide•Structure of the Investor Relations area in the period leading up to the IPO to meet the requirements of corporate governance, evaluate the business for pricing, prepare the Prospectus, due diligence, establishing relationships with Investment Banks, external auditors and external lawyers in Brazil and in the USA