Capgemini

I oversee Finance, Legal, and TOM deployment for the Global Talent Deployment Transformation. Capgemini is deploying a profound change in the Operating Model and Tool for Staffing and Cross-Staffing, leveraging the New Normal and AI to have the right talent for our clients independent of where they are located. The TOM fosters collaboration between business lines through talent visibility, process transparency, and harmonized operating model and cross-staffing rules. Finance cross-border topics, Export Control, and Data Privacy are critical aspects. For TOM Deployment, my team and I cover the transformation for more than 130 K talents in Financial Services, Business Services, and India Global Delivery Center..

Capgemini

As part of Capgemini Group TIV (Technology, Innovation, and Ventures), I am responsible for (i) qualifying minority investments in startups, VC Funds, and JVs, (ii) shaping new ventures with clients and/or partners, and (ii) overseeing them on post-launch for sustainable operationalization, representing Capgemini as a shareholder on the corporate governance front and ensuring a favorable exit. The qualification, approval and monitoring process of Business Ventures are conducted directly with Capgemini Group CEO, CFO and GC. Business Ventures is an enabler for Capgemini Business Development to join forces with our clients and partners to bring disruptive combined value propositions to market.

Capgemini

Reporting to the Group CIO and leading a multicultural team, I am responsible for managing the HW, SW and Telco global spending of Group IT (300 MEUR), including the investment pipeline, in high collaboration with the other Capgemini Group Corporate Functions and the vendors. In addition, I am the Capgemini Group IT trust advisor on contract life-cycle management leading a multicultural team on value driven key negotiations and optimizing contract performance, bringing multiple benefits and ease of doing business, working in collaboration with other Capgemini Group Corporate Functions at Global level. The focus is on avoiding unnecessary spend, planning for the future, saving money by optimizing spend and improving quality of the services/products delivered. The area is structured in Planning & Spend Analysis and Sourcing & Contract Management. Buy less, buy better and buy cheaper.

Capgemini

I have lead the strategic finance for Capgemini in Latin America reporting to the LatAm CEO and CFO and being responsible for (i) the management of key traversal Special Projects, including expansion to new segments, exit of sectors, capital structure and M&A transactions, that can leverage growth and profitability aligned with the strategy, (ii) the control and monitoring of key sales and cost reduction efforts to assure predictability and deliver the year plan, and (iii) Corporative Risk Management, including internal audit, compliance and contingencies monitoring. In addition, I was responsible for investors relations (Governance Portal, Board Meeting Presentations and Shareholder Meetings) and initiatives regarding Corporate Governance in Brazil.

Geociclo Biotecnologia S/A

Reporting to the CEO. I was responsible for (i) the implementation of integrated management, definition and monitoring of KPIs with the departments and development of executives reports, emphasis on the monitoring of CAPEX projects, (ii) monitoring the market and competition and the preparation of reports, (iii) the first cycle of strategic planning with the Board, (iv) analysis of new business including preparation of feasibility studies and investment plans, (v) negotiation and monitoring of strategic contracts, (vi) institutional marketing, including branding management, and (vii) advising the CEO.

Vale

I worked as a Senior Financial Analyst in the Project Management Office of the Fertilizers, Energy an Basic Metals´s Department. I was responsible for managing the performance of the Projects, which included mainly: (i) development and monitoring of budget/forecast of the Department and Projects (budget FEL 3 and CAPEX, budget/forecast and forecast assertiveness, among others) - portfolio of 7 billion USD -, (ii) compliance, monitoring of key contracts, spotchecks and dissemination of best practices, (iii) development and control of KPIs; (iv) monitoring the evaluation and valuation of projects with the Strategic Planning Team, and (v) development of reports and presentations for the Board.

Companhia Siderúrgica Nacional

I was responsible for the financial planning of two Pelletizing Plants (6.5 Mtpy each) and two Magnetic Concentration Projects - CAPEX of US$ 3 bi. The main activities included: - definition of the timeframes, curves, measurement criteria and plan of supplies; - budget and forecast; - CAPEX, OPEX and NPV studies; - presentations for the board; and - management of contracts and new hires;

Biominas Brasil

I was responsible for the development of several Feasibility Studies and Business Plans for national and international companies and I also provided advice for Industry Studies based on the portfolio of companies monitored by Biominas as part of the incubator and VC activity.

Cedeplar UFMG

SEAE/MF

Queen Mary University of London

Harvard University

Fundação Dom Cabral

Universidade Federal de Minas Gerais

Harvard Extension School

Management Drives

World Intellectual Property Organization – WIPO

World Commerce & Contracting

World Commerce & Contracting