Sandro Saboia - CFO, Trace

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Work Background

BEYOUNG(Consultant) Head of Finance

Jun. 2022 - Sep. 2023São Paulo, BrazilLeading the restructuring of the Finance and Controllership areas, ensuring that results are closed on the fifth working day of each month. Implementation of the policy on approval levels for payments and establishment of weekly reports on projected cash flow for the members of the Board. Completion of the external audit process for the financial years 2021 and 2022 with the issuance of the financial statements without reservations. Increased payment deadlines with suppliers by 90 days. Negotiation of a new capital contribution of R$10 mm by the partners. Responsible for extending bank debt with Santander and Safra to 48 months in the amount of R$ 15 mm.

Genesis GroupGroup Chief Financial Officer

Feb. 2019 - May. 2022Londrina Area, BrazilRepresentative of the British private equity fund Actis in the operation. Responsible for financial and accounting restructuring. Implementation of corporate governance through new procedures and processes throughout the organization. Increased visibility and effective results management (Actual vs. Budget) by segmenting the P&L and allocating it appropriately by cost center in the ERP system. Acceleration of the monthly closing process by ten days. Systematization of sales order approval processes (Speed System) as well as purchase order authorization (Mega ERP), which reduced the accounts receivable balance by (R$4 mm) and operating costs by around 10% (R$5 mm/year). Leading the company's sale process, from prospecting buyers, presenting the company, negotiating the terms of the sale, and phase-in & phase-out of the operation.

Supermercados Irmaos Lopes S/AGroup CFO

Apr. 2017 - Mar. 2019São Paulo Area, BrazilResponsible for the Treasury, Accounts Payable, Accounts Receivable, Accounting, Taxes, Controllership, Reporting, Legal, Payroll, Supplies, and Lopes Private Label Credit Card Management departments. Implementation of processes and procedures to control purchases and approve expenses. Creation of a R$60 million FIDC - Credit Rights Investment Fund to free up working capital to fund the Lopes Sales Card internally. Implementation of SAP ERP in the company, offering visibility of the profitability of each store, category, and regional management.

Grupo GTEXGeneral Manager

Dec. 2011 - Mar. 2017BrazilRepresentative of the British private equity fund Actis in Scarlat Industrial operation (part of GTEX Group), leading the administrative, financial, industrial, commercial, marketing, and HR areas. Completion of the organizational restructuring, involving the definition of the strategic plan and turnaround process, reducing costs, generating cash, improving governance and internal processes. Business demerger (Gtex and Scarlat), leading negotiations with shareholders, defining liabilities and separating operating structures, resulting in a recovery in profitability. Extension of short-term bank debt. Review of go-to-market strategies, involving a review of channels and customer segmentation, increasing P&L by R$4 mm/year. Revenue recovery of 8% with a portfolio review and product relaunch (Clean Max) with high profitability. Automation of processes for managing trade marketing teams and sales management, guaranteeing the execution of the new commercial strategy focused on medium-sized retailers. Leading the company's sales process, from prospecting buyers, presenting the company, negotiating the terms of the sale, and the operation's phase-in & phase-out process.

NutriplantCFO and Investor Relations Director

Aug. 2008 - Dec. 2011BrazilResponsible for the Treasury, Accounts Payable, Accounts Receivable, Accounting, Tax, Controllership, Investor Relations, Reporting, and Management of the Nutriplant S.A. FIDC (Credit Rights Fund) departments. Implementation of governance in line with CVM regulatory standards. Review of the strategic business model, moving from the role of input supplier to that of agricultural production solutions provider. Entry into Bovespa-MAIS, raising around R$10 mm and creating an FDIC of R$12 mm, guaranteeing the supply of funds for the client portfolio. Increase in revenue from micronutrient sales by 30% through microcredit initiatives. Generation of ancillary financial income through the spread of R$1 mm/year on commercial client transactions. Complementary release of working capital with long-term refinancing secured by assets (real estate), with successful appraisal and obtaining the total appraised value.

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