Founded in 2015, IBI-Tech connects the Brazilian market with the fertile entrepreneurial environment of Israel, “The StartUp Nation”.Through its strong Technology and Business Development experience, IBI-Tech turns innovative opportunities into real projects in Brazil and Israel.A highly qualified and experienced team provides strong technological focus, visibility and penetration within Israel’s High-Tech Ecosystem to find unique solutions for Brazilian… Show more Founded in 2015, IBI-Tech connects the Brazilian market with the fertile entrepreneurial environment of Israel, “The StartUp Nation”.Through its strong Technology and Business Development experience, IBI-Tech turns innovative opportunities into real projects in Brazil and Israel.A highly qualified and experienced team provides strong technological focus, visibility and penetration within Israel’s High-Tech Ecosystem to find unique solutions for Brazilian businesses.IBI-Tech is an Israeli Company with a subsidiary company established in Brazil. Show less

Bringing Israel´s innovative technologies to the Brazilian market

Consulting partnership working at Grupo HinodeRESULTS ACHIEVED- Implementation of the governance process - Lead the acquisition of the strategic SW vendor that owned the company core management system (Company Invoicing, Franchise’s ERP and Marketing Multilevel Plan control (benefits scoring and consultant bonus payments))- Development of the 2018 Strategic Planning that focused the company in key initiatives while implementing the discipline to follow them up… Show more Consulting partnership working at Grupo HinodeRESULTS ACHIEVED- Implementation of the governance process - Lead the acquisition of the strategic SW vendor that owned the company core management system (Company Invoicing, Franchise’s ERP and Marketing Multilevel Plan control (benefits scoring and consultant bonus payments))- Development of the 2018 Strategic Planning that focused the company in key initiatives while implementing the discipline to follow them up systematically to guarantee execution. INTERIM CFO (Apr 18 to Nov 18) - Strong increase in cash generation and EBITDA through reduction in credit terms to franchises, reduction in suppliers purchases while increasing payment terms, cuts in expenses, increase in sales price and reduction in bonus payments as a percentage of sales. - Reimplementation of key internal performance reports: cash flow management (bringing better accuracy both in forecast and in actual follow up) and managerial P&L - Reimplementation of the accounting process. Show less

Openvc is an internationally venture capital fund management company based in Sao Paulo, Brazil, with a strong partnership in Israel.

Responsible for managing the company operations. RESULTS ACHIEVED• 136% increase in revenues (Q3 2016 x Q1 2015) with an improved EBITDA, coming from -35% in Q1 2015 to break even on Sep 2016. • Relationship with the Board: implementation of the governance structure, budget process, P&L management, KPIs and Board Meetings Reports. • Negotiation, purchase and incorporation of Criactive, a construction data company, to Neoway.

Responsible for bold new business initiatives and company strategyRESULTS ACHIEVED• Negotiation and implementation of the Itaú and BMG Banks payroll loan (Credito Consignado) back office operation. This line of business is a very relevant contributor to the company´s Revenues and EBITDA.• Negotiation and implementation of the Electronic Pre-Payment Document Check for vehicles financing for the leading bank in this segment. The project radically redesigned the whole document… Show more Responsible for bold new business initiatives and company strategyRESULTS ACHIEVED• Negotiation and implementation of the Itaú and BMG Banks payroll loan (Credito Consignado) back office operation. This line of business is a very relevant contributor to the company´s Revenues and EBITDA.• Negotiation and implementation of the Electronic Pre-Payment Document Check for vehicles financing for the leading bank in this segment. The project radically redesigned the whole document check process reducing the SLA from 24 hs to 45 min, increasing customer satisfaction, reducing credit risk and providing R$ 3.5M/year in savings. Besides, the platform will be the backbone of document check to several other products in the Bank (Credit Card, Finame, etc), repositioning Interfile as a “trusted advisor” in technology and back office processes instead of a manpower provider. Show less

Business General Manager reporting to the Board of Directors. RESULTS ACHIEVED• Business Turnaround: drastic improvement in customer satisfaction, in infra structure stability and in P&L metrics. Monthly Run Rate (MRR) increased 39%, EBITDA increased 342% and EBITDA as a percentage of sales increased from 11% in Apr 2010 to 28% in Dec/2013. • Crisis Management: The company had a fire in one of its warehouses and I lead the crisis management efforts in the company in this… Show more Business General Manager reporting to the Board of Directors. RESULTS ACHIEVED• Business Turnaround: drastic improvement in customer satisfaction, in infra structure stability and in P&L metrics. Monthly Run Rate (MRR) increased 39%, EBITDA increased 342% and EBITDA as a percentage of sales increased from 11% in Apr 2010 to 28% in Dec/2013. • Crisis Management: The company had a fire in one of its warehouses and I lead the crisis management efforts in the company in this period. At the end of the process, that lasted almost a year, the company didn´t lose any customer and, at the end, strengthen the relationship with them due to the transparent and professional way that the situation was handled. Show less

Business management and full results accountability.RESULTS ACHIEVED:• Business Turnaround: tight cash control policy (cost reduction, budget and results control implementation), company refocus on customer satisfaction rather than technology buzz, new business strategy and organization, with fewer products, fewer people, more efficient and more profitable. • Revenues increased by 309%, HC was reduced by 16% and operating profits increased fourfold.

Company start up, aiming to become a major player in the animal protein business in Brazil. I was the COO responsible for managing Production, Logistics, F&A and IT.

Account Manager and COO: responsible for the professionalization of the company, company operations including products purchasing, sales support, logistics, IT, finance, accounting, and HR.

Responsible for the Windows Product Group P&L in Brazil which includes: product strategy and positioning, implementation of marketing and sales initiatives in all sales channels with full responsibility for resources allocation (Headcount and investments).Brazilian representative of the WW BRIC (Brazil, Russia, India and Chine) team, aimed to increase Windows penetration in these markets.

Management of OEM and Small Business sales areas as well as Anti Piracy initiatives for Latin America, based in Fort Lauderdale, FL. Participation in the development of the WW sales and marketing strategies for these market segments, representing Latin America. Responsible for implementing the global strategies and benchmark dissemination in the Latin America countries.RESULTS ACHIEVEDRegional marketing and sales strategy implemented, as well as the deployment of subsidiaries’… Show more Management of OEM and Small Business sales areas as well as Anti Piracy initiatives for Latin America, based in Fort Lauderdale, FL. Participation in the development of the WW sales and marketing strategies for these market segments, representing Latin America. Responsible for implementing the global strategies and benchmark dissemination in the Latin America countries.RESULTS ACHIEVEDRegional marketing and sales strategy implemented, as well as the deployment of subsidiaries’ performance and control tools. 18% sales growth in the Mexican subsidiary, despite the economic instability of the region at that time Show less

Management of software sales to equipment manufacturers for Latin America, based in Fort Lauderdale, FL. RESULTS ACHIEVEDThe business grew 114% in the period, from US$ 79M to US$ 171M, against a PC shipment growth in the same period of 37%. One of the top 5 WW growth regions in FY00 and biggest WW Growth in 2005, spread across the region. Of the 11 countries in the region, 10 grew over 85% and 7 more than 125%.

Management of software sales to equipment manufacturers for Brazil.RESULTS ACHIEVED: Sales were 9% over budget despite the strong exchange rate devaluation 2 days after being promoted to this position. Key business metrics were well above budget, such as the number of resellers selling Windows was 101% over target and the penetration of Win NT, key to the company strategy, was 100% over budget.

Management of software sales to End User through the wholesale channel.RESULTS ACHIEVEDYoY growth of 11% and 21% growth of resellers selling MS products, despite the Russian Crisis in Oct 1998.

Management of controllership, finance, operations and IT, reporting to the subsidiary General Manager and to the LATAM Controller.RESULTS ACHIEVED• Implementation of the MOLP (MS Open License) financing, a paradigm shift in the WW organization. Sales reached US$ 5M against a target of US$ 2M, becoming a WW benchmark. • Leadership of the finance aspects of the distribution channel restructuring project. The objective was to improve product supply while mitigating credit risks… Show more Management of controllership, finance, operations and IT, reporting to the subsidiary General Manager and to the LATAM Controller.RESULTS ACHIEVED• Implementation of the MOLP (MS Open License) financing, a paradigm shift in the WW organization. Sales reached US$ 5M against a target of US$ 2M, becoming a WW benchmark. • Leadership of the finance aspects of the distribution channel restructuring project. The objective was to improve product supply while mitigating credit risks. At the end of the process, one local distributor was acquired by a multinational company, another multinational distributor was encouraged to open his operation in Brazil and another local distributor was appointed. • Development, along with the WW Operations, of a local manufacturing partner for software licenses (boxes) achieving US$ 5M in cost savings and a reduction in product lead time from 30 days to 48 hours. Show less

Budget process leadership, projects financial analysis and financial support to the product groups. RESULTS ACHIEVEDFinancial representative of the Project Task Force to consolidate 2 margarine plants into one, generating US$ 10M in savings. Implementation of the high inflation accounting practices in the Company and in the VdB Division, decentralization of the budgeting process, giving more autonomy and responsibility to the areas for the business results. Change in the… Show more Budget process leadership, projects financial analysis and financial support to the product groups. RESULTS ACHIEVEDFinancial representative of the Project Task Force to consolidate 2 margarine plants into one, generating US$ 10M in savings. Implementation of the high inflation accounting practices in the Company and in the VdB Division, decentralization of the budgeting process, giving more autonomy and responsibility to the areas for the business results. Change in the management scorecard moving focus from volume to profitability. Show less

Reporting to the Audit Manager, I lead a group of 7 auditors responsible for process audits in Unilever Operations in Brasil and in Latin America.

Development and implementation of a unified chart of accounts, structuring the accounting information to improve analysis and decision making,

Reporting to the Financial Director, I was responsible for management and fiscal accounting

Reporting to the Financial Director, I was responsible for Cash Flow, Banks, Accounts Receivable, Accounts Payable and Investment Analysis.