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Work Background
Diretor executivo
GhFly NetworkDiretor executivo
Dec. 2022 - Dec. 2023BrasilAs Managing Director of GhFly Network, I was responsible for finance management , operations, strategic negotiations and mergers and acquisitions (M&A). GhFly Network is a holding company that houses three innovative companies: GhFly, Clima Comunicação and Data Soul. My role involved leading and guiding these companies to success, ensuring that we continue to deliver cutting-edge solutions in their respective domains.
CFO Brazil
Publicis GroupeCFO Brazil
Jan. 2016 - Dec. 2022São Paulo Area, Brazil• Business partner to the Brazil Operations CEOs and leader of the Finance Directors (11 operations). • Leader of M&A projects • Leader of GDPR implementation • Negotiation of Group contracts • Controlling, budgeting, and internal control functions: operational control including reporting to the group, budgeting, forecasting, ensuring compliance to Group standards and rules, compliance to internal audit requirements (equivalent to SOX), managing and improving TWC • Financial management including all responsibilities related to accounting, tax and treasury with support of shared services center, owner of relationship with auditors, capex and opex control, • Legal corporate matters and board secretary: ensure compliance with legal and statutory requirements, Publicis Groupe business in Brazil: • Sapient.Ag2 • Deepline • Talent Marcel • Publicis Brazil • DPZ&T • Fnazca Saatchi&Saatchi • Arc Brasil • MSL Andreoli • Espalhe • Prodigious • Leo Burnett Tailor Made
Partner /  CFO as a Service / Leader on Turnaround projects / Advisor / Board Member
GCP Consultoria EmpresarialPartner / CFO as a Service / Leader on Turnaround projects / Advisor / Board Member
Aug. 2010Sao Paulo•. Projects: GhFly Network, Moma Propaganda, Mixer, Hill+Knowlton Stategies, Agência Ideal, We Propaganda, Buranello & Passos, Fracta, Site www.financeiroamigo.com.br , Site www.Eicoaching.com.br , ROI Hunter, Pragma Patrimonio among others. •.Worked as interim CFO at Advertising Agencies, Audio-Visual Production House and Agribusiness companies: •. Turnaround-project leader including participation in the Shareholder Board. Responsible for debt restructuring with BNDES (Federal Development Bank) and for 3-year strategic plan to incorporate new international investors. •. Business restructuring and new strategic plan. • Board Member. • Consulting in turnaround projects, building corporate governance, formatting the financial area to add business value, valuation, M&A.
CFO Latin America
Dentsu Aegis NetworkCFO Latin America
Feb. 2008 - Aug. 2010LatAmManaged AgenciaClick, Age and iProspect Financial operations. Leader of M&A projects. Report to LatAm Ceo and Global CFO. LatAm exposure.
CFO and Administrative Director
Almap BBDOCFO and Administrative Director
Mar. 2000 - Feb. 2008Brazil. Omnicom Group company • Management of the Administrative and Financial area including Human Resources and Information Technology, totalizing 65 people. • Interaction with BBDO WW (Budgets, global meetings, Sarbanes-Oxley among others). • Implementation of Sarbanes Oxley /Preparation of Management Reports – USGAAP / FASB
Finance / Operations Manager
Le Postiche FranqueadoraFinance / Operations Manager
Mar. 1997 - Mar. 2000Management of the financial area, with a staff of 18 people. • Unification of financial systems, procedures and financial controls of three distinct operations, with 30% reduction in operating costs. • Implementation of the new logistic model (Supply Chain) and of the new EDI, generating annual operating costs reduction of US$ 5.500.000. • Utilization of financial and logistics concepts, development and leadership of the entire product matrix review project and its distribution means. Intensive participation in the training of franchisees and shop owners, selection, training and negotiation with transport companies and suppliers, standardizing the entire delivery process of the products throughout Brazil. Final result: a single transport company for the whole country, elimination of the central warehouse, reduction from 4.000 to 1.600 products and annual savings of USD 5.5 MM (40% of the annual cost) as well as intangible benefits. Promoted company’s visibility through lectures, being appointed Aslog Director.
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