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Brazil
Work Background
Head of FP&A | TreasuryDiretor Financeiro | Head of FP&A | Treasury
Jan. 2024
BauduccoHead of FP&A, Pricing & Industrial Controller
Jul. 2022 - Dec. 2023Guarulhos, São Paulo, Brazil• Responsible for managing the FP&A, Pricing and Industrial Controllership areas. Team of 30 people. Reporting to the CFO.
• Headed the FP&A team implementation of a new business model and strategic objective projection, resulting in a more proactive and prudent financial planning method. This led to more precise information and improved decision-making.
• Implementation of corporate governance practices in pricing strategies, ensuring transparency, control and alignment with strategic objectives.
• Development of margin analysis to serve the sales team. As a result, the team had a clear understanding of performance results and acted with achievable goals, generating excellent sales results with profitability.
• Implementation of 4DX medology, standardizing the management of goals and objectives for each team member, which brought more visibility and assertiveness in day-to-day management and in achieving annual goals.
BauduccoExecutive Finance Manager
Nov. 2019 - Jun. 2022Guarulhos, São Paulo, Brazil• Responsible for managing the Treasury, Planning, Credit and Collection, Accounts Payable and Receivable areas. Team of 25 people. Reporting to the CFO.
• Development of a long-term cash flow projection model, providing a strategic vision for the company's future. As a result, financial planning now has a reliable and comprehensive tool, generating the identification of investment opportunities and reducing risks, which contributed to growth and sustainable success.
• Established and executed financial area policies and procedures to enhance governance and risk management, leading to compliance with corporate governance standards and increased transparency, accountability, and financial stability. • Restructuring of financial debt, raising US$20MM from IFC for a new production line and obtaining other financing. Result: the average debt term was increased (from 2.5 to 4 years) and financial costs were reduced without increasing leverage.
• Extended supplier payment terms from 20 to 45 days, along with streamlining the accounts payable process, has had a beneficial effect on both the cash conversion cycle and team efficiency.
ViaTreasurer
Jan. 2017 - Nov. 2019. Responsible for cash flow, working capital and relationship with payment platform companies
· Merged Via Varejo and Cnova Treasury bringing sinergy and optmizing cash management;
· Responsable for cash flow, working capital, Budget and forecast;
· Negotiated credit card transation fee which resulted in R$ 24 MM annual savings;
· Leader of the project to take Via Varejo’s Marketplace into brazilian new regulation and improve the services to clients and suppliers.
· Monetized local fiscal credits in a total amount of R$ 50 MM.
Reserva Capital Assessoria FinanceiraManaging Partner
Mar. 2016 - Dec. 2016São Paulo Area, BrazilFinance & Strategy business consultant Treasury, FP&A, Corporate Finance, Budget, Controlling, Financial Modeling,
Duke Energy CorporationSenior Project Manager
Aug. 2015 - Feb. 2016Houston, Texas Area. Responsible to develop 3 energy projects in Chile totaling 84MW, two solar plants totaling 44MW and one hydro plant with 40MW installed capacity;
. Improved communication with the project team (locally and Headquarter), resulting in proactive actions and faster response to support the project development;
. Changed existing financial controls by taking the responsibility to control existing contracts. The action improved efficiency and provided total contral of the project cash flow and budget;
. Coordinated the valuation analysis of the projects and credit rating with international agency to apply for PPA auction in 2016
Estre Energia RenovavelSenior Finance Manager
Sep. 2014 - Jun. 2015São Paulo Area, Brazil. Developed business case to discuss investment opportunities with financial institutions;
. Revised internal controls and improved financial analysis to determine the optimal fiscal strutucure for the holding company and subsidiaries;
. Obtained a direct financing by negotiation terms and conditions with the main supplier to develop energy projects, when other financing alternatives were not available.
Duke Energy International do Brasil LtdaFinance & Valuation Director - Business Development
Sep. 2012 - Dec. 2013São Paulo Area, Brazil. Identified a cost overrun during the construction of a small hydro plan. I prepared an updated review of the cost and ROI. The TRC (Transaction Review Committee) approved the cost overrun to finalize the construction;
. Valuation analysis for renewable projects (50-200MW installed capacity) in Chile, Peru, Brazil; and thermal projects (400-1,000MW) in Colombia and Brazil. The results, combined with risk matrix, were key to execute an acquisition offer;
. Developed studies to identify potential players to do business with Duke Energy in Brazil by assessing their profiles and geographic location. As the result, we had selected potential companies for mergers and acquisitions;
. Project Finance of USD 200MM for an M&A transaction in Chile.
Duke Energy Geração Paranapanema S.A.Board Director
Mar. 2011 - Dec. 2013São Paulo Area, BrazilBoard Director member at Duke Energy Geração Paranapanema S.A.
Duke EnergyFinancial Planning & Integration General Manager
Aug. 2010 - Sep. 2012Houston, Texas Area. Direct report to Senior Vice President at Duke Energy Corporation in Houston, TX;
. Responsible to analyze and consolidate monthly forecast and financial data of Commercial Businesses (International, Renewables and MidWest Generation);
. Developed a valuation model to analyze the renewable business, the gas fired and coal plants for non regulated business in order to present the value of each business to Commercial Businesses President and support him in potential business transactions;
. Improved forecast process in order to reduce in 2 days the time to report actual results.
Duke Energy Geracao Paranapanema S.A.Financial Planning & Treasury General Manager
Jun. 2007 - Aug. 2010São Paulo Area, Brazil. Responsible for the Treasury, Credit, Financial Planning and Valuation teams (10 people) and report to local CFO; Main activities were: Business Plan and Budget coordination; monthly forecast and result analysis reports to Duke Energy International; credit analysis and collateral proposals;
. Reduced financial expenses by 200bps and extended the tenor from 3 to 5 years, by replacing existing debt with two new local bonds issuances (BRL 340 and BRL 500MM);
. Optimized capital structure and maximized shareholders return, coordinating two capital reductions (BRL 300 and BRL 180MM);
. Implemented electronic payments for all suppliers, including taxes and payroll, mitigating risk of fraud and improve the payment process; . BNDES financing (BRL 90MM) for two small hydro plants in São Paulo (32MW);
. Enhanced efficiency and data reliability by implementing ERP solution for Budget and Forecast
EDP Energias do Brasil S/AFinancial Planning Manager
May. 2004 - May. 2007São Paulo Area, Brazil• Responsible for the Financial Planning team (10 people) and direct report to CFO;
• Unified Financial Planning area to improve efficiency and standardize processes.
• Responsible for Budget; Forecast; Impairment calculation; ERP; valuation analysis; FP&A;
• Created benchmark with other companies in the Brazilian electric sector and defined KPIs for comparison; • IADB financing; • Participation in the IPO proccess (EDP);
ClaroFinancial Planning Manager
Oct. 1998 - May. 2004São Paulo Area, Brazil• Responsible for the Financial Planning team (6 people) and report to Controller
Main achievements:
• Re-estructured the financial planning at BCP, defining roles and responsabilities for each area of the company in order to increase the forecast accurancy;
• Coordinated the financial planning team to implemented the SEM-BPS system (ERP solution for Budget) and BW (business warehouse), both SAP system solutions to increase productivity;
• Acted as Treasury Manager until May 2001. The main activities were: provide funding to new investments (suppliers financing); refinancing existing debt; mitigate FX risk through hedge transactions;
• Member of the BCP project finance team responsible for restructuring a USD 1.75 billion debt, which was originally issued in 1998 in order to build the wireless service infrastructure; • Team leader responsible for long term structured financial loans; BRL 720 million in local debentures; BRL 220 million in commercial paper, among others.
Ford Motor CompanyFinancial Analyst
Jan. 1993 - Oct. 1998São Paulo Area, Brazil• Responsible for developing, analysing and presenting to the Board political and economical scenarios for Brazil and Argentina, including risks and opportunities in the automotive sector;
• Responsible for analyzing banking exposure and defining operational limits. The evaluation was based on Ford’s global methodology consisting of financial institution balance sheet analysis;
• Hedging operations (US$ 50 million) to mitigate foreign exchange rate risk;
• Implemented risk management policy (derivatives) at Ford Brasil
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