V4 Company

Responsible for preparing the Company for a potential IPO or other significant strategic movements.  
• Implemented new financial routines in FP&A, accounts receivable and payables, monitoring cash needs and potential savings in the first phase with periodic reports:
-	Created a rolling forecast budget with several departments (sales, technology, back office) which increases 4x the Company cash in one year
• Developed V4 Company’s long term strategic financial planning, connecting and quantifying potential opportunities in the ecosystem while advancing the company’s agenda with institutional investors
• Negotiated with banks to reduce interest rates and improve terms, with substantial impact on cash flow

Chief Financial Officer

CELBA - Centrais Eletricas Barcarena S.A.

Responsible for funding, financial processes and controls, and reports for projects in the North of Brazil. Statutory Director.
•	Simultaneously implemented two complex infrastructure projects – the first Liquefied Natural Gas Terminal in the North of Brazil and a Thermal Power Plant:
    -	Negotiated Engineering, Procurement and Construction (EPC) contracts for both projects, ensuring expected return on capital for the Company as designed on financial models.
    -	Secured long-term financing of US$400 million with private and development banks (BASA and BNDES), allowing projects to finish on time and on budget.
    -	Presented projects to the local government, identifying potential tax savings of US$40 million.
    -	Created reports for stakeholders ranging from shareholders in New York and team members in Rio de Janeiro to local communities, while navigating the intricate regulation in Brazil and managing contractors hired for the endeavor, providing fast update and consistency in numbers used by all departments.
•	Structured and supervised processes and controls of zero-based budgeting, accounts payable, treasury (cash), accounting, and FP&A, including implementation of SAP in the Company, creating scalability, and giving visibility to Company headquarters.
•	Prepared for bidding in Energy auctions, including financial modelling and interaction with energy regulators as ANEEL and ONS, paving the way for the Company to double its capacity.

Smart Fit

•	Raised more than R$3.0 billion in bank loans and capital markets, including R$1.3 billion debenture offering in May 2019, providing capital for expansion of more than 500 new units in Latin America.
•	Developed Corporate Venture Capital department to fund startup companies, bringing innovation and new products to the Company and acquiring one innovative digital company which opened new avenues of growth.
•	Managed Accounts Payable, Accounts Receivable, Treasury and Administrative departments, with active participation in accounting and FP&A, saving 30% in costs during 2020/2021 pandemics. 
•	Optimized payment methods, increasing conversion rates by 10% and reducing fees by 20%.

General Finance Manager

Arezzo&Co

•	Prepared local and international road shows and conferences, with daily contacts with investors to update on the Company’s strategic movements and financial results, meeting regulatory demands from CVM, organizing Company’s Investors Day with more than 120 investors, and winning the Grand Prix of Best Global Investor Relations Program (small & mid-cap) in 2014 
•	Conducted 5-year strategic planning, translating strategic view into concrete numbers, including development of online commerce and go-to-market strategy of new brands, preparing long-term business plan that would multiply the Company share price by four times in following years 
•	Analyzed potential M&A opportunities and aligned with core competences and assets within the Company, maximizing investors’ returns

Investor Relations Manager

Magnesita

•	Renegotiated the Company capital structure, restructuring US$475 mm in debt and issuing international 10-year bond of US$400 mm and perpetual bond of US$250 mm
•	Prepared monthly reports and periodic forecasts, analyzing results and identifying actions for improvements, which detected need to issue R$280 mm in equity to respect financial covenants  
•	Controlled financial assets and debt of operations in South America, United States, Germany, and China, monitoring and using derivatives to hedge main risks and using financial models to accelerate quarterly auditing process

Global Finance Manager

Principal Partners Capital Group

• Managed M&A processes in buy-side and sell-side, from writing information memoranduns to merger integration, conducting different senior teams towards projects conclusion
• Developed best-practice methods and system routines to provide information to potential investors on companies advised 
• Analysed various industries, gaining insights about potential clients and establishing relationships with senior management

Vice President of Investment Banking

ABN AMRO Brasil

• Advised in M&A and Capital Markets for telecommunications, media and technology industries, with active participation in deals and presentations to corporate clients
• Participated in the merger of Telemar and Brasil Telecom, resulting in the biggest telecom company in Brazil
• Constructed financial models (DCF, LBO) for analyses and evaluation of companies
• Helped to train and manage new interns and trainees

Senior Analyst

Votorantim Asset Management

• Constructed worksheets to predict options and derivatives book behavior till the setlement date under different conditions, using the Mathematica Software and Monte Carlo simulations
• Developed relative value operations, which generated more profitable products to the company
• Fundamental and technical analysis, responsible for the stock picking and control of the stock funds using valuation methods and flow statistics

Options, Futures and Equities Trader

Santander

Intern

Banco da Amazônia 

Senior executive with more than 20 years of experience in Finance in listed companies operating in industries such as Retail, Metals, and Energy, with local and international leadership positions, with extensive cases in Capital Restructuring and Capital Optimization, having raised more than US$3 billion to help companies in their expansion goals and financial stability.

Practice in IPO processes, working from the decision to go public until post-offer, creating and implementing financial processes, controls and reports to assure consistency in information provided to investors.

Results- and team-oriented, with practice in creating long-term strategy and business plans to grow market value, which also requires understanding customer needs and aspirations.

Strong financial knowledge acquired through a diverse career with positions in different and complementary areas of Finance, such as CFO, Trader, M&A Analyst, Treasurer, and Investor Relations Manager.

Ability to negotiate complex instruments, such as local and international bond offerings with global investors or turn-key EPC contracts with multinationals, making profitable long-term deals to advance strategic agenda.

Experience in M&A processes and negotiations, as well as aligning post-deal incentives.

Vast practice in managing International Operations, having negotiated with banks and investors in Brazil, Mexico, Colombia, Chile, Peru, the United States, Germany, UK, and China.

Chartered Financial Analyst, one of the most respected finance charters in the world, adding to the bachelor’s degree in Computer Engineering from Instituto Tecnológico de Aeronáutica (ITA), Brazil.

Já viu acontecer? Eu, sim, algumas vezes:
Vendas crescem, mas o caixa vai na direção contrária. O time de vendas comemora a meta (com razão, já que é a primeira etapa vencida), e o financeiro explica que ainda não é receita (também com razão, mas é quando os adultos entram na sala). Operações lambem os beiços: vamos trabalhar!
 
Pouco tempo depois: 
"O problema é execução...", diz um. "Tá louco, essa venda é que foi mal feita!", rebatem. Inadimplência sobe, estoque sobe (se for serviço, começa-se a ver que tem gente demais). Cliente cancela, inadimplência sobe: "não era isso que eu queria". 

A Torre de Babel: receita, operação e caixa falam línguas diferentes. Vendas empurram o volume que tem meta para bater, mas sem considerar o impacto no capital de giro. Operações precisa ter estoque (que também impacta o capital de giro) para entregar rápido e poder (finalmente!) reconhecer a receita. Finanças precisa reportar o resultado. Sempre alguém reclama: "ué, mas cadê a venda que nós fizemos?"

O pior é que todos estão no seu papel: comercial vendendo, operações produzindo, financeiro dando visibilidade. Será?

Para resolver, precisa conectar decisões de GTM à capacidade operacional, traduzir a capacidade operacional em necessidade de capital de giro e entender qual impacto disso tudo no caixa. Dinheiro que entra e dinheiro que sai. Só que antes, não depois.

Um sistema de decisão com menos fé, menos opinião e menos surpresa, com trade-offs explícitos. Vai faltar ou sobrar dinheiro, afinal? Onde estão as alavancas?

É aqui que consigo ajudar: quando crescimento, turnaround e pressão revelam que a empresa está sendo gerida por relatórios em vez de lógica econômica.

Já viu acontecer por aí? Adoraria trocar uma ideia.

taplio

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