Experience

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  Ernst & young

  May 2006 - Jun 2011

  • Senior Auditor, responsible for balance sheet auditing in accordance with Brazilian, international (IFRS) and American (USGAAP) accounting practices for publicly traded companies (CVM), multinationals and local companies.• Manage audit, direct and indirect tax, and IT working teams, lead internal technical discussions as well as with key personnel from the audited companies. • Responsible for reviewing working papers, making decisions from a technical accounting perspective, organize, and monitor the audit in progress as well as deliver the audit within the budget.Major Accomplishments:• Participation and coordination of quarterly and annual audits of the AES group (AES Eletropaulo, AES Tietê e Eletropaulo Telecom) which included evaluation and internal controls testing.• Responsible for the annual audit of Alupar Group comprised by 20 subsidiaries, also responsible for the circle up work to support the Alupar debentures issuing.• Contribution to the quarterly audits of Telefonica Group, later becoming responsible for the annual audit of the subsidiary TVA.• Responsible for documenting internal processes, controls testing and annual audit of McDonalds.• Contribution to internal controls test works, quarterly reviews, annual audit, agreed upon procedures, physical inventory, and fixed asset physical inspection of companies such as: Pão de Açúcar Group, Hewlett-Packard, NSK Rolamentos and others. Show less

  • Senior Auditor

    Nov 2010 - Jun 2011

  • Auditor Sênior

    Nov 2009 - Nov 2010

  • Auditor II

    Nov 2008 - Nov 2009

  • Auditor I

    Nov 2007 - Nov 2008

  • Trainee

    May 2006 - Nov 2007
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  Ge

  Jul 2011 - Aug 2021

  Direct report to the regional CFO and indirect report to the global Supply Chain CFO. Leadership of a team of nine people. Responsible for Camaçari plant annual budget of USD 9.7M, management of USD 200M related to product cost, planning and control of CAPEX budget of USD 20M, responsible for the activities of accounting closing, balance sheet review and accounting reconciliations related to supply chain.Major Accomplishments• Reduced USD 2.3M, 24% of Camaçari plant total costs in 1 year, through monthly cost review, discussion of ideas and cost out actions and assignment of budget responsibility by functional leader.• Implemented internal controls focused on physical inventory adjustment reductions, achieving 96% financial improvement year over year, USD 64K in 2020 versus USD 1.5M in 2019.• Managed the inventory balance budgeted at USD 118M, postponed purchase orders, reviewed the production schedule, evaluated obsolete, slow moving and scrap inventory, resulting in postponement of cash disbursement of USD 16M. Show less Report to regional Controller, with strong interaction with regional CFO and Global Controller. Finance leader for Alstom acquisition process. Management of consulting and auditing firms hired to reevaluate the assets and liabilities of the acquired company, responsible for the integration of policies and development of controllership and accounting processes in the acquired company. Management of the reserves of Price Purchase Accounting of USD 400M and writing of technical accounting memorandum that supports entries of accounting differences between USGAAP and BRGAAP.Major Accomplishments• Quantified and booked the financial impacts on the adoption of the revenue recognition policy of contracts with clients, "ASC 606" (USGAAP), equivalent to IFRS 15 and CPC 47 accounting standards.• Finance team focal point for implementation of Oracle-Races, created the accounting definitions for the modules of accounts payable and receivable, revenue recognition, advance to suppliers, fixed assets, intercompany and inventories.• Developed the process to identify embedded derivatives according to IAS 39, IFRS 9 and CPC 48 rules, kept frequent reporting process to the global treasury team for hedging. Mitigated USD 20M of negative impact on the company's result due to the exposure to embedded derivatives.• Implemented the equity method pick up for the joint venture between Alstom and Torres Eólicas Nordeste. Show less Reporting to the Global Supply Chain Finance Manager, with constant interaction with the Logistics Director and COO. Responsible for the implementation of the Logistics Finance area for the Healthcare business in the region, creation of metrics and reports for the analysis of logistics efficiency, processes management focused on cost reduction, preparation, and management of USD 14M of logistics budget per product line. Responsible for the redeployment of the freight invoices audit and payment ERP.Major Accomplishments• Reduced logistics costs by 16% through financial inputs to define the freight modality and best ports of entry.• Created a method of apportionment of transportation costs per product line, based on actual expenditure, enabling correct calculation of the contribution margin of the distinct types of products.• Built metrics: air vs. ocean freight, best port of entry, cost of service, and cost of quality to support business decisions. Show less Report to regional controllers. Promoted effective relationship with shared service center, regional leadership, and business, to execute a cohesive strategy of technical accounting support to GE legal entities. Management of the document delivery schedule, monitoring of external reports of all levels (External Auditors, Transfer Price, Tax Returns and Actuarial Calculation). Perform balance sheet reviews and risk assessment of the structure of internal controls.Major Accomplishments• Contributed to the completion of statutory audits of nineteen legal entities, 75 days in advance in comparison to the previous year, resulting in savings of USD 700K in fees.• Coordinated the actuarial calculation work between the GE legal entities and hired consulting firms, completed the work 30 days in advance, resulting in the reduction of 8% of the fees.• Led the "PIS" project, with potential exposure of 7,000 employees, with rectification of only 13 employees with no financial impact to the company, managed a team of 20 E&Y resources. Saved USD 500K of the total budget of the project, with savings of 60% of total contract. Show less CAS is the premier organization within GE for personal and professional growth, developing leaders across the functions through extensive training and practical leadership roles. It's an intensive two-year program designed to provide high potential employees with unparalleled on-the-job development opportunities.With three rotations a year in different GE businesses and countries, CAS members get valuable hands-on experience and networking opportunities. Participants conduct comprehensive reviews of GE businesses, including financial reporting, risk management, projects support, compliance, and acquisition integration/dispositions. Show less

  • Supply Chain Finance Manager - Latin America

    Jan 2019 - Aug 2021

  • Accounting & Controllership Project Manager - Brazil

    Jul 2016 - Dec 2018

  • Logistics Finance Leader - Latin America

    Dec 2013 - Jul 2016

  • Assistant Controller - Latin America

    Jul 2012 - Dec 2013

  • Corporate Audit Staff (CAS)

    Jul 2011 - Jul 2012
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  Amazon

  Aug 2021 - Nov 2022

  Transportation finance manager - last mile

  Report to the Transportation Finance Manager. Responsible for identifying and implementing cost reduction actions. Management of the annual budget of USD 250M, construction of business cases for operational directors to validate new programs, preparation of quarterly, annual, and triannual budget. Organization, coordination, and execution of accounting closing activities, with report and explanation of actual costs vs. budget variances.Major Accomplishments• Reduced 3% in freight costs, created cost control for long-distance deliveries, partnered with the Supply Chain team to improve inventory placement, reducing the number of deliveries made by distribution centers from different regions. • Structured transportation financial metrics based on operational team inputs, gave visibility to the most expensive freight costs, led the implementation of actions to reduce operational bottlenecks and help the business to make decisions that consider both financial and operational impacts.• Established the Warrant Accounting process based on ASC 480 (USGAAP), equivalent to IFRS 9 accounting standard. Calculated, booked, and created reporting flow with headquarters to review the amounts registered. Show less

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  Finerge

  Apr 2023 - Apr 2024

  Controllership manager

  Report to the CFO. Responsible for leading, coaching, and providing training to two direct reports, and eleven indirect reports. Responsible for rebuilding, reimplementing, and managing the wing-to-wing “Buy to Pay” process, responsible for implementing proactive daily control and monitoring of accounting processes and policies based on IFRS, such as revenue recognition, impairment of assets, inventory, fixed and intangible assets, provisions, hedge accounting, accounts payables, balance sheet review. Management of stringent general ledger reconciliation protocols, ensuring strict policy adherence, leading to increased accuracy and compliance. Show less

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  Voltalia

  May 2024 - now

  Head of shared service center