Internal Audit Manager

• Sep 2019 - Present

Responsável pelas atividades de auditoria interna e controles internos, reportando para o conselho administrativo: - Construção de políticas e procedimentos. - Mapeamento e redesenho de processos, implantando controles para mitigação de riscos de perda financira. - Membro (secretário) do comitê de auditoria interna. - Monitoramento e atualização das matrizes de riscos (estratégico e operacionail). - Auditoria de pagamentos de matéria-prima, insumos e fretes. - Proposição e gerenciamento do plano de auditoria anual. - Investigação de fraudes e desvios de conduta. Principais realizações: - Recuperação de mais de R$ 1.000 K relativos a pagamentos indevidos. - Saving de mais de R$ 3.000 K em função da implantação de controles internos nos processos de compra e pagamento de matéria-prima (soja e milho), fretes e insumos. - Estruturação das áreas de auditoria interna e controles internos (equipe e escopo). - Construção das principais políticas internas da empresa. - Construção da matriz de riscos estratégicos da empresa. Show less

Internal Audit | InternalControls | Project Manager | Processes Management

• Feb 2019 - Aug 2019

Project Manager - Grains & Oilseeds Business Plataform

• May 2015 - Feb 2019

 Project office structure (methodologies and management of schedules);  Conducting projects for the preparation of Business case for new business and restructurings (processes and organizational);  Responsible for change management (organizational impacts and training);  Presentation of status reports to the board of directors and committees (regional and global).Primary achievements Implementation of Shared Services Center in the city of Santoso Reduction of 130 headcounts in LDC units. Organizational remodeling of the LDC, after CSC deployment.o Reclassification of 500 headcounts and reduction of 20 headcounts; Review of Procurement, Logistics, Inventory Management and Export processes to meet legal requirements (DU-E - Single Declaration of Export);o Reduction of the risk of tax assessments due to irregular operations from a fiscal point of view. Implementation of digital signature in commodity contracts.o Reduction of cost of R $ 80.00 per signed document (approx. more than 10 thousand contracts). Opening and implementation of a road transport company (LDC Transportes).o Reduction of contracted freight cost by using tax benefits and elimination of intermediaries. SAP System Deployment (FI, MM, LES, SD and CO modules). Show less

Administrative Coordinator - Coffee, Cotton and Sugar Business Plataform

• May 2014 - Apr 2015

 Management of 50 headcounts after SSC deployment; Invoicing management;  Inventory management;  Planning and execution of fiscal operations from commercial and tax area;  Management of facilities of platform units (5 offices and 3 storage units);  Reviewal of remaining activities in branches and alignment to the internalization plan of the activities in the SSC.Primary achievements  Reduction of 10 headcounts in administrative structure;  Stabilization of administrative activities after SSC implementation. Show less

Senior Internal Control Consultant - Grains & Oilseeds Business Plataform

• Jan 2010 - Aug 2014

 Creation and implementation of procedures according to the main risks of the platform;  Access management (SAP system and other linked systems) and maintenance of approval lines;  Application of self-assessment questionnaires and monitoring of action plans;  Internal control training for platform stakeholders;  Monitoring of the closing schedule of the branches (warehouses, administrative offices and port units) and division control department;  Implementation of LDC internal procedures in new business acquired by the company;  Validation of new designs to mitigate risk of fraud;  Compliance and assistance to internal audit and external audit.Primary achievements  Implementation of a schedule of closing activities in the branches and division control;  Reviewal of activities of the 400 administrative headcounts of the platforms aiming the best segregation of functions; Implementation of controls in the processes of offloading and loading of products in the storage units to mitigate the risks of deviations of loads;  Implementation of the corporate and platform procedures of LDC for the acquired company (Macrofértil). Show less

Consultant

• Oct 2009 - Jan 2010

 Responsible for the closing of results (management and accounting);  Presentation of managerial reports to the board;  Presentation of feasibility studies of new distribution channels;  Reviewal of operational and administrative processes for ERP implementation;  Auditing of inventories. Primary achievements  Inventories auditing over 6 stores located in São Paulo city.  Reviewal of all backoffice processes.  Responsible for the closing of results (management and accounting);  Presentation of managerial reports to the board;  Presentation of feasibility studies of new distribution channels;  Reviewal of operational and administrative processes for ERP implementation;  Auditing of inventories. Primary achievements  Inventories auditing over 6 stores located in São Paulo city.  Reviewal of all backoffice processes.

Consultant

• Feb 2008 - Oct 2009

 Planning of project activities (project opening, scheduling and mapping interviews);  Redesigning of processes (revision of procedures and systems);  Elaboration of diagnostic reports and project deliveries;  PMO;  Application of Risk Management and Change Management tools and techniques. Primary achievements  Business case development and implementation of Simões Group SSC;  Diagnosis of SSC of the Silvio Santos Group;  Study of organizational remodeling of the Unicuritiba teaching institution;  Review of accounting closing vs. management of Wal Mart;  Process review and organizational reshaping of the Unialco and Tavares de Mello groups.  Review of the billing and collection process of KPMG Brasil Ltda. Show less

Project Coordinator

• Feb 2000 - Jan 2008

 Management of supply audit projects and payment agreements for suppliers;  Direct management of 10 headcounts (consultants, analysts and trainees);  Presentation of results to the commercial and financial board of directors;  Validation of financial losses together with suppliers and customers;  Negotiation of reimbursement of financial disputes along with suppliers costumers. Primary achievements  Recovery of approximately 20M BRL in 8 years of financial auditing services for the domestic main retailers;  Redesigning of the contracting processes of suppliers and accounts payable for the domestic main retailers. Show less