Brazil
Taxtech sales with AG Capital. M&A strategy, and financial analysis to identify and evaluate acquisition opportunities. Automation, RPA and Python. Database creation in Postgres and Vector Store builds for LLM RAG models. Previously, as Manager of Oil, Gas, and Chemicals at SGS, I executed a major turnaround project in a high-risk industry, restoring a failing branch to its most profitable performance ever. My approach emphasized commercial acumen, risk management, and procedural precision, while fostering a culture of safety and operational excellence. I am driven by a commitment to identifying growth opportunities and creating sustainable, value-driven solutions for the organization.
A AG, uma empresa do Grupo AG Capital, atua na identificação e aproveitamento de oportunidades tributárias previdenciárias, recuperando valores pagos a maior na folha de pagamento
- Global point person for Industrial Safety with a focus on M&A for the wider group. - Use of RPA (UIPath) to source and define acquisition targets to shortlist and filter. Result: Identified and developed the SGS business case for the acquisition of Streamline Controls in Canada. - Five other targets evolved and currently under consideration. - Salesforce management. Able to use SOOL to manage Salesforce information and client lists. - Financial analysis and control. Cost control and analysis. - Key account management: bi lingual support for international key accounts.
- Major turnaround project in a transforming, highly regulated, high hazard industry with require both commercial acumen and procedural accuracy. - Full P&L responsibility and 30 staff -This role required committing to a 'do or die' project to salvage the fortunes of a failing branch after the loss of their major account. - After working with the other accounts to ensure safe delivery of product into terminal with a constant focus on risk and value for service. I turned to sales to replace lost revenues and margins. Was able to replace all lost revenue in two years and add margin in the third to take the branch to the best financial result they enjoyed for the previous 10 years. - On the health and safety side, no service failures on the operational end while at the same time improved commercial returns by delivering on objective benchmarks.
- Sent in to impose modern electronic processes into a department deemed uncompliant by internal audit and reinforced to deliver process rather than value. Immediately took away routine and gave it to technology (Docusign, Contract Express) to release high-cost professional staff to concentrate on value generating work for business leaders rather than admin. - On top of the project, I applied my HR degree and credentials to undertake union negotiations, recruitment and performance management of the OGC sector of SGS NZ.
Loaded every vessel with every container going. Did it until we got screamed at by everyone who didn't want to make the possible, possible. Set the record loading ex NZ ports for the year and made powerful enemies unhappy with the work we created. Saved $150,000 per year for P&O Nedlloyd prior to acquisition by Maersk as a graduate trainee by shipping coastally rather than using rail.