Luis Ricardo Da Silva

Experience

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  Vulcan industry Chemical S / A

  Jan 1987 - Mar 1991

  Accountant

  - Accountancy and tax- GAAP and U.S. GAAP- international reports- annual planning.- Forecast- Cash flow

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  Siol Oil Industry Lttda

  Mar 1992 - Sept 1994

  Controller

  - Managing the Accountancy and tax departments- attend external audits.- Improve the management reports and internal controls.- Coordinating and implementation of the ERP called NETWORK- Negotiation with banks for better rates.- Revision of the criteria and contact with labor unions and labor participation in the hearings.- eliminate the causes of labor risk

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  Marquart & Cia Ltda

  Nov 1994 - Nov 1998

  Controller

  - restructuring of all departments in the financial area.- Implementation of financial recovery strategy reviewing contracts with banks and creditors.- Break even point, Mark up and Payback.- Managing the Accountancy and tax departments- Improve the management reports and internal controls.- Managing the Budget and Forecast per shops.- Coordinator of ERP Project- Improve the performance of tax department performance- eliminate the risk with labor causes - create internal audit and attend external audit- Improve the Control purchasing and inventory (11,000 items per shops).- Centralization of the receivables at Headquarters Show less

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  BusunessRetake - Consulting

  Nov 1998 - Jul 2011

  Administrative and Financial Consultant

  • Review of the external accountancy and tax department.• Marketing strategy implementation.• Financial recovery• Improvement of management reports and internal controls.• Improvement of tax department performance.• Renegotiating with creditors and banks.• Tax planning revising criteria for payment of taxes or strategies changes and taxation criteria.• Parameterization of ERPs.• Consulting with labor risks eliminating labor causes.• Improve the Control purchasing and inventory.• Management of the Break-even point, Mark up and Payback. Show less

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  UBC - Brás Cubas University

  Jul 2011 - Apr 2013

  Controller

  • Responsible for controlling area, helping the Owners and Directors with decisions making about the general administration, but focused in the financial area.• Financial Council Member with the duties of proposing the best way for the new investments or solutions to problems.• Responsible for operational restructure, financial and administrative processes, promoting alignment between the current ERP and five 5 more control systems.• Implementation of Budget (OBZ).• Implant the cost centers allocations.• Responsible for the accounting, finance and tax departments. Show less

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  BusinessRetake Consulting

  Oct 2013 - Sept 2017

  Administrative and Financial Consultant

  • I worked with several small projects focused on the areas of administration and finance such as: audits, review of processes, analysis of results, implementation of controls and management reports.• In the last project I was hired by FC Consult to analyse the viability of the continuity of the company Lealtec Engenharia Ltda Epp (this company belonged to the cousin of the CEO of Embavidro) which was dedicated to reform of the CEF branches. This last job led me to be hired by Grupo Embavidro. Show less

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  GRUPO EMBAVIDRO

  Sept 2017 - Jun 2021

  Administrative and Financeial Consultant

  Return in 2021 at the request of the CEO;• Correction of logistics processes in order to reduce SACs due to errors in deliveries and losses in the process of transforming pallets into boxes of products destined for sale,• Mapping, identify and disposal of stocks in the area of the sheds,• Implementation of new logistical processes• logistics team trainingFrom 2017 to 2020• Implementation of rotating inventory• Elimination of the second products inventory created by sellers in order to serve customers in the event of lack of goods and other minor failures.• Bookkeeping of other processes such as: Purchasing, sales, control in the return of pallets, control in receiving goods, returns of goods.• Creation of import and export processes together with raising funds from banks.• Cash flow correction• Implementation of the annual budget (including OBZ).• Study on the feasibility of opening a new branch in Minas Gerais,• Correction of tax parameters in ERP,• Customization of ERP to receive goods safely• Development of suggestive spreadsheet for purchases tied to minimum stock and ABC curve (CEO use), Show less

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  Grupo Inovax

  Sept 2021 - Apr 2024

  Diretor de finanças e administração/Consultor de Gestão

  Reporte direto aos proprietários para atuar junto com os sócios na gestão geral da empresa.- Revisão de processos de toda a empresa, criação do setor de compras, informatização do setor financeiro, comercial e produção.- Contratação de Representantes Comerciais com o objetivo de triplicar o faturamento.- Postergação da criação da divisão da linha pesada (esquadrias para edifícios) devido à falta de recursos financeiros imediatos.- Geração imediata de caixa com a reversão de estoques inativos em recursos financeiros imediatos.- Implantação do controle de produção da TKS – empresa responsável pela pintura dos produtos da INOVAX.- Revisão da forma de comissionamento, garantia, assistência técnica, retenção de talentos e troca de funcionários não alinhados a cultura da empresa.- Ativação do ERP da empresa, informatização dos setores e treinamento dos colaboradores e definição dos relatórios gerenciais e KPIs. Show less

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  NEW COMERCIO, INDUSTRIA, IMPORTACAO E EXPORTACAO INC. EIRELI

  Dec 2021 - Aug 2022

  Administrative and Financial Director

  Direct report to ownersThe company was in financial difficulties, high liabilities, ERP that did not provide manageable data, financial disengagement.- Markups by product were reviewed, cash flow was implemented, accounts payable and receivable bases were corrected, audit was implemented to recover lost receivables due to lack of control, accounting was internalized, the complete TOTVS Protheus was implemented, the Budget was implemented (Zero Base), Revised Sales Price Tables, implemented the Organization Chart, revised all job descriptions, recovered Working Capital with Correction of Commercial Strategy, debts and financial capitations were renegotiated to resume the operation of all units. A "turnaround" methodology was implemented in order to resume profitability at each of the company's 5 units, which are 3 manufacturing units and 2 distribution warehouses. Show less