Universidade Paulista

FGV - Fundação Getulio Vargas

Alpargatas SAIC, company owner of the Topper in Argentina, invested by Sforza private equity. Turn around process finished.

Working in Argentina and responsible for the areas of accounting (company audited by big4), controllership, financial planning, treasury (including foreign trade area), accounts payable/ receivable, credits risk analysis and collection. Additionally responsible for the M&A area, conducting negotiations, due diligence, valuation, equity exchange, options/ earn outs, governance, signin and closing. Responding to the majority shareholder Alpargatas Brasil, minority shareholderand the local CEO. Team of 4 managers and 20 people in total.

Alpargatas SAIC

Sforza is a private equity holding in retail businesses, franchises, education, food (especially qsr), sports, method of payment (pre paid card) and real estate. The main brands are: Mundo Verde, Wise Up, Taco Bell, KFC, Pizza Hut, Ronaldo Academy, Vale Presente, Aloha and others.

CFO of Sforza Holding, reporting to the CEO and shareholders with regular participation in the boards of investees. Preparation of one page reporting of companies' performance with monthly result book and cash flow realized and projected weekly. Responsible for the areas of controllership, finance, treasury, planning, accounting and m&a. Relationship with family office, wealth management and FIPS administrator.

Main savings, earnings and results:

1) M&A: (i) “x”, 20% equity, from a minority investor to expand Taco Bell having been unscathed by due diligence (ii) issue of “x” debenture, buyed by Credit Suisse, to acquire the KFC and Pizza Hut operation in Brazil without using shareholder capital (iii) negotiation, earn out, due diligence for the total acquisition of Natue by Mundo Verde (iv) negotiation, options, governance and valuation for acquisition of Topper Latam from Alpargatas Brasil

2) Tax ~R$ 24mm/year (i) change of companies from presumed profit to real profit (ii) inclusion in Refis/PERT (iii) zero rate benefit for pasta food (iv) writ of mandamus for non-taxation of ISS on franchise fee and royalties

3) Financial cost: unification of acquirer for group companies ~R$ 3.2mm/year (i) improvement in debit, credit, voucher card and advance fees - negotiation in bulk

4) Processes: implementation of the SSC (CSC) for companies in the group (i) cost avoided use of ~1mm / year (ii) generation of revenue of R$ 3.3mm/year for the holding company

5) Working capital: implementation of the letter of credit to optimize the financial cycle, increasing the average days of suppliers 6) Treasury: exchange of structured debt with collateral for clean debt, freeing R$ 50mm for shareholders.

Sforza Holding

Responsible for controllership and fp&a. Subsystem: accounting/ tax, pricing, budget/ planning/ analisys/, m&a modeling/due/deal and reporting/ presentations. Report to CFO. The current moment of company is going to professionalization management and requires hands-on profile working together with the team.

• Leadership of 6 analysts supported by 2 coordinators.
• Statutory and managerial accounting: closing by entity and business units, cost centers and profitability analysis. EBITDA by business. Balance sheet, income statement and cash flow audited by big 4.
• Tax: Calculation (ISS/PIS/Cofins/IRPJ/CSLL/INSSR/IRRF/ISSR/PCC) , clearing and payment of taxes and ability to deal with tax audit (auditing by government and big 4). Delivery of ancillary requirements (DCTF, DACON, DIPJ/ECF, DIRF PERDCOMP, SPED).
• Controlling, financial planning and M&A: real analysis vs. budgeted, preparation of annual budgets, forecasts, preparation of the book results with explanations to the board, feasibility analysis of new projects, modeling, valuation for acquisition of new companies.
• Pricing: responsible for the pricing of outsourcing labor-work and other services with good contribution margin. Strong partner of the commercial area to do business with attractive margins and win bids.

Mantris

Controller

Multi is a multinational company belonging at Pearson Group - the largest education company of the worldwide, owner of financial times newspaper and the economist magazine. Multi teaches english through your brands Wizard, Yazigi, Skill, Microlins, SOS and People. FP&A team management. Focused on budgeting control, financial planning and reporting to management, board and shareholders. Roles:

•	Management team of 6 people, including coordinator. Direct report to CFO and dotted line to investor relationship director and high exposure to board (private equity fund and senior partner). High-level requirements.
•	Reporting to UK and dotted line to USA monthly financial statements including transfer pricing (managerial and legal by entity). Prepare presentation to board and shareholder meetings of financial and operational performance trends, historical and forecasted (per business unit and brand). Participate as a key thought leader, influencing commercial strategy and pricing decision.
•	Lead the annual operating plan and budget process for the company. Balance sheet, p&l, cash flow, working capital (inventory and accounts receivable/ payable) and debt (charges and amortization). Partner with accounting, treasury, tax and commercial area.
•	Funds management for opex and capex keeping under control and finding reduction opportunities.
•	Coordinate investor relationship area to ask doubts related to operational and financial results. Prepare presentation to roadshow in english and portuguese.
•	Participate in the financial modeling and due diligence efforts related to the company's ongoing M&A activities.
•	To prepare valuation per brand and total company to impairment testing.
•	ERP Microsoft Dynamics AX key user. As BI, implemented zero based budgeting.

Pearson plc

Financial Planning Manager

Planning and sales consolidation north and south region from Brazil. Volume, margin, pricing, legal tax and ebitda simulation . Follow up sales operating expenses and keep it under control. Roles:

•	Team leader of corporate commercial area. Responsible to ensure profitability of sales activity: contribution margin, revenues, costs, deductions, legal tax, staff ratio, EBITDA and financial results. By-across P&L breakdowns per brand, segment and region. Initiation studies to enhance sales growing quantity, price, incentives and trade marketing actions to point of sale.
•	Training to sales force oriented to results overview through tools created as margin, price and budget simulator. To review balance scorecard metrics and to explain performance. KPIs analyzing in dashboard. 
•	Budget management, gain of 68% then revision of chart of commercial accounts, cost center and delegation the jobs and analysis to business unities that contains 14 factories and 7 distribution centers.
•	Economy $2.2 millions (USD) in income tax and another federal tax levied on corporations for the financing of social security moving factory budget to distribution center company. The gain is related to commercial budget amount.
•	Coordination of economic financial studies and negotiation to ingress of new resale.
•	Strong interaction with the board of company, including managers, directors and vp.

Schincariol

Commercial Intelligence Coordinator - Focus on Finance

EVA closing statements: revenues, cogs, tax, regulatory charges, overhead allocation, opex and capex planning with follow up, fixed assets adjustment to present value and wacc. Developing excel financial modeling linked with departments. Key user (project team leader/ focal point) in sap planning and simulation module. Founds management: shift founds between cost center (budget otimization) and saving money. Roles:

•	Balance Sheet, P&L and Cash Flow budget with reports to board.
•	Opex and Capex assumptions, planning and management. Budget Consolidation with 25 firms divided in business unit: distribution, generation and commercialization energy. Development templates and standard sheets tools. Negotiation and renegotiation skills to fit limited.
•	Closing EVA monthly results updating cockpit and financial KPIs analyzing. The closing includes fixed assets adjustments, to calculate and update WACC, internal transfer pricing and charge flat files to BW SAP with merged companies. Ensure accomplishing dead-line from other areas.
•	Merger and acquisition studies related to chart of accounts and cost center structure unification. Development only Excel modeling to all the company to plan.
•	Internal Controls like approval work flow, procurement documents analysis that shows completeness, validity and occurrence aspects. SOx top-down risk assessment: prevent and detect fraud. 
•	Leadership as key user in SAP BI project using BPS (Business Panning and Simulation) tool during 1 year. Interface with Planning Hyperion BI. Training over 200 people between managers and analyst. Good Knowledge in large SAP modules: CO, FM, FI, ECC and MM. 
•	Twice awarded by CPFL Energia. In 2007 as Growth Synergy item that brings exceptional results to the Company during Merger & Acquisition (M&A) process; 2006 as Performance Benchmarks for Operational Efficiency item.

CPFL

Controlling & Planning Analyst

Reporting to abroad financial results understanding variances in p&l and balance sheet. Roles:

•	BRGAAP analysis. Reconciliation BRGAAP to USGAAP. Understanding mains variations and then explains to American shareholder through reporting.
•	BRGAAP and USGAAP rolling-forecast and forecast results considering Brazil’s regulatory agency assumptions.
•	Redesign chart of accounts, cash flow, debts, interest, inflation adjustment, BNDES bank loans in BRL and USD.
•	SAP key user in USGAAP fixed assets project to automate process adjustments including interest capitalization and different depreciation rate.

Elektro

Controlling Assistant (Us GAAP, Forecasting and Reporting)

Equipment control with loan for use agreement control (vending machines, post mix, beer taps and freezers). Client profitability and shift the machines according volume. Inventory control, maintenance costs and breakeven analysis. Roles:

•	Experience in inventory, equipment control and logistics.
•	Fill out invoices and value-added tax. Classify kind of operation tax code. Ensure correct transferring freezer and vending machines to another business unit and to point of sales.
•	Registering costs maintenance orders and to calculate break-even-point considering this expenses.
•	Own fleet control (cars and trucks) and trucking third parties payments control.
•	Strong relationship with commercial area to support them with reports.

Rogério S. Domingues