Ceo / cfo / coo

Responsible for the areas: Commercial & Marketing, Technical Operations, Human Resources, 02 pharmaceutical
and medical device factories, 01 Software house, Quality, Regulatory Affairs, Institutional Relations, Internal
Communication, Strategic Project Management, Compliance, Legal, Financial and Planning , IT, Medical, Logistics and
Purchasing. Management of around USD 250 Mi in sales/year and 3,500 employees. Report to VP Latam.
• Coordination and successful negotiation of the acquisition and integration plan of companies with a direct
revenue of USD 52 Mi, including two non core strategic operations, to expand the local and export portfolio,
both Medical Technology companies. These acquisitions allowed the Fresenius brand to enter the MedTech
market at more affordable costs, increasing revenue by boosting the sale of equipment and inputs.
• Coordination of the 5-year strategic planning, through the organization and creation of a monitoring system to
ensure the implementation plan.
• Obtaining a 65% market share in strategic products, recovering margins, despite the turbulent external scenario
due to unexpected changes in regulation and taxation caused by Covid 19.
• • In the last 7 years I was responsible for configuring and leading a margin recovery plan twice, having faced
several crises such as two major devaluations of the Real, a recall and the pandemic.
• Restructuring of the Care Delivery Division, which included acquisitions, divestments and mergers, changing the
patient portfolio from a mix of 20% private to 70%.
• Structuring of the commercial team to serve different customer segments, improving loyalty and market
perception of Fresenius as the best option in the renal sector.
• Creation of new solutions to maintain team spirit in a changing environment. Actions such as Physical and
Mental Health Programs, virtual medals, coffee with the President, among others, were recognized and
validated in an engagement survey.
• Active participation of the health care sector, maintaining an open agenda and close contact with high-level
executives of the major players, having a permanent presence in the sector's associations (clinics,
pharmaceutical and medical devices), promoting constructive debates with government authorities.
• The aforementioned promoted the achievement of public price adjustments, inclusion of new therapies in
the list of ANS, exemption from taxes such as ICMS for dialysis products, among others.
• Purchasing department restructuring, identifying alternative suppliers to support the production process,
as well as ensuring the sales portfolio.

Reporting to the CEO of the Local Subsidiary (FME Brasil). Responsible for approximately USD 210 million in annual
sales. Reporting areas included Financial & Strategic Planning, Budgeting, Forecasting, M&A Activities, Accounting,
Financial Operations, Tax, Reporting, SOX Controls and Information Technology (IT). Managing a team of 86
employees and members of the Executive Committee.
• Negotiation of a divestment program for underperforming clients, increasing profitability and optimizing the use
of financial and human resources.
• Leadership of several initiatives in the area of Tax Planning, resulting in savings of US$ 7 million in five years.
• Restructuring of the Accounting, Credit Analysis, Tax Planning and IT areas with a customer-oriented focus,
facilitating and supporting sustainable business growth.
• Automation of billing and collection processes in the Services Division, with annual revenues of US$ 120 million.
• Development of a user-friendly KPI process to evaluate the business from different perspectives, allowing sharing
of best practices and recognition of exceptional performance.
• Structuring of the Risk Committee, mitigating exposures in the Labor, Fiscal/Tax and Civil areas.
• Negotiation of the export of finished products that resulted in an efficiency gain of USD 1 million in the local cost
of production, due to the absorption of fixed costs.
• Driven a series of improvement initiatives in the areas of Dialysis Clinics, Technical Service, Production and Supply
Chain, confident of efficiency gains.

Reporting to the Vice President of Finance for Latin America. Responsible for around USD 800 million in annual
sales. Reporting areas included Financial & Strategic Planning, Budgeting, Forecasting, M&A Activities, Accounting
and Finance Operations. Managed a team of 4 employees and was a member of the Executive Committee.
• Participation and/or coordination of the negotiation and review of several expansion and acquisition projects in
many Latin American countries such as Argentina, Colombia, Chile and Peru.
• Restructuring of the budget process in Latin America, supporting the CEO's presentations.
• Coordination of a remote multidisciplinary team (Doctors, Nurses, HR, Quality, Marketing and Finance
Professionals) from different countries, in the implementation of a regional project, with the objective of
establishing the brand and corporate identity of the Services Division (through the standardization of
processes), receiving the award for "Best Implementation of Projects", competing with other 20 countries in
Europe and the Middle East.

Reporting to the CEO of the Local Subsidiary. Responsible for approximately USD 300 million in annual sales.
Reporting areas included Strategic Planning, Business Analysis, Budgeting, Forecasting, M&A activities. Managed
a team of 9 employees and was a member of the Executive Committee.

Leadership management

MBA in Finance

Accounting Sciences