Experience

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  TEKA Tecelagem Kuehnrich SA

  • Board Member (Blumenau, Brazil)

    • Apr 2003 - Sep 2012

    Board MemberCEOInvestor Relations DirectorReorganization of the sales area:• Introduction of the business unit concept;• Implementation of direct sales to consumer via telemarketing and e-commerce channels (B2C, B2B and B2B2C); • Brand repositioning also in the A & B segments. Financial restructuring:• Restructuring of the company’s tax, labor and financial liabilities;• 3,000 jobs cut, contributing to increase company productivity from annual revenue of R$60,000.00 per employee to R$100,000.00;• EBITDA increase from negative terrain to R$29MM in the period 2004 to 2007. Production:• Beginning of outsourcing process to Asia as a result of the country’s loss of competitiveness in the world’s textile market;• Modernization of the company’s industrial complex, by importing open-end spinning to produce about 600 T/month;• Replacement of all fuel oil-powered boilers with biomass, aiming at energy savings;• Installation of a 139 kwa station at the main plant and consequent 20% reduction in energy costs;• Company joined the free energy market with additional savings.Controls & IT:• Deployment of an ERP system in all administrative and sales areas and factory floor.

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  Nobrecel S.A. Celulose e Papel

  • CEO

    • Nov 2010 - Jun 2011

    Company was in a reestructuring process. During my short stay there established a long term planning process, previously non-existant, Exited the production of card boards for profitability reasons and cut staff costs by about 30%. Focused on cost reductions and asset sales to reduce debt burden and improve gross margin.

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  Novo Horizonte Adm., Part. e Emp. Imobiliários S.A.

  • Controlling Shareholder (São Paulo, Brazil)

    • 1991 - Nov 2010

    A company succeeding Ultracred SA Credito Financiamento e Investimentos, Girobank S.A. Credito Financiamento e Investimentos was a financing company focusing on personal loans and funding to small and medium-sized companies. Main company of a financial group organized in 1991, which also comprised seven other companies, all of them focused on providing financial services to consumers, such as securities dealing and credit cards (the first ever to offer online direct consumer credit in the country through the Maestro/Mastercard brands), factoring, purchasing pool administration, participation in privatization and representative of Dean Witter Reynolds Inc. in Brazil. The company’s net equity increased from US$100 thousand in 1991 to US$7 million in a period of 8 years. Girobank S.A. CFI was imposed a special regime by the Central Bank in May 1999, during the Real Plan crisis, and was subject to extrajudicial liquidation. This was reversed on June 5, 2002, with the payment of all creditors and lifting of the special regime by the Bacen and the consequent transformation of all companies into non-financial entities on March 7, 2003, as published in the Federal Official Gazette. Currently it is a real estate investment holding company.

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  Banco Sul América Scandinavian S.A.

  • CEO (São Paulo, Brazil)

    • 1988 - 1991

    Hired by Scandinavian Bank plc (London/UK) and Sul América Seguros (Brazill), in one of Brazil’s most turbulent periods, to:• Organize the Bank and its subsidiaries;• Formulate its strategy;• Hire people;• Put the plan into practice.In 5 years of history, the Bank was twice included in list of the most profitable Brazilian banks, on ROI terms.

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  Banco Crefisul de Investimentos SA

  • Diretor Superintendente

    • 1984 - 1988

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  Citibank

  • Latin America Division Head of World Corporate Group (New York, USA)

    • 1962 - 1988

    Latin America Division Head - USAManaging Director – Banco CrefisulGeneral Director – MexicoGeneral Director – ParaguayVice-President - Brazil and USA• Managed the division of business with the bank’s top multinational clients throughout Latin America.• As Managing Director of Crefisul, substantially increased business, mainly asset management, which alone exceeded US$800 million already at that time, making Crefisul the most profitable Bank in Latin America in 1985, on ROI terms.• In 1986/87, at the onset of the first heterodox plan imposed on the Brazilian economy, restructured 18 companies of the group, reducing annual operating expenses by 30%, from US$40MM to US$28MM in a period of 2 years.• Rewarding a 15-years’ effort, obtained to Crefisul a commercial bank license. • The almost two dozen companies managed included real state companies, purchasing pool companies, meal-ticket companies, Latin America’s major stock exchange brokerage company, in addition to the leading position held by the Bank in the capital market area as the country’s major underwriter.• Citicorp’s Country Head in Mexico, with full responsibility for all its local operations, controlling an assets portfolio of approximately US$3 billion. Actively participated in the Advisory Committee of Banks chaired by Bill Rhodes, significantly contributing for restructuring Mexican private sector debt, through active participation in the creation of FICORCA program (long-term refinancing of private sector debt at a zero real interest rate), a fact publicly acknowledged by Lic. Miguel Mancera, president of the Mexican Central Bank. Also became a member of the restricted group of Citicorp’s senior credit executives (“senior credit officer”) at that time.• As Citicorp’s Country Head in Paraguay, increased assets portfolio from US$30MM to US$200MM in 4 years, turning it the South Cone’s most profitable operation, second only to Argentina.