Antonio Augusto Moura

• Directed full P&L governance and financial strategy for LATAM operations generating over US$4B in net revenues, leading a finance organization of approximately 220 professionals across a highly matrixed, multinational structure spanning multiple countries and brands • Preserved segment profitability through one of the sector's most severe demand downturns (2023–2025), executing a multi-lever financial protection plan — pricing discipline, SG&A reduction, working capital tightening — that shielded EBITDA margin by an estimated 3–5 percentage points versus an unmanaged scenario • Navigated hyperinflationary conditions and currency volatility in Argentina by implementing FX hedging frameworks and pricing adjustment mechanisms that reduced FX-related earnings exposure by approximately 50% over a 12-month period • Sponsored and led the automation and digitalization of key operational finance processes, reducing monthly closing cycle time by approximately 25% and freeing ~15% of finance team capacity for higher-value business partnering activities • Elevated SOX control quality across the LATAM footprint, achieving zero material weaknesses and measurable improvement in control effectiveness scores across all financial reporting cycles • Built and executed a structured succession planning program across the finance organization, creating defined career paths for 8+ senior finance leaders and materially reducing key-person dependency risk across the region

• Delivered the strongest financial performance in the recorded history of CNH Industrial's LATAM Agriculture segment, with peak profitability achieved in 2022 — driven by disciplined pricing governance, brand-aligned margin strategies, and commercial policy alignment across Case IH and New Holland • Expanded gross margin by an estimated 800–900 basis points over the period by implementing rigorous pricing controls and cross-brand profitability governance frameworks across a multi-billion-dollar LATAM portfolio • Redesigned the commercial strategy — aligning dealer pricing, incentive structures, and financial terms — reducing non-standard discounting by approximately 20% and improving net revenue quality across the region • Strengthened cross-brand financial resilience by standardizing reporting frameworks across Case IH and New Holland LATAM, reducing consolidation time by one week per reporting cycle

• Led financial strategy for the P&S business unit — a high-margin, countercyclical segment — driving profitability optimization through inventory governance and pricing discipline across LATAM • Transformed the controlling function into a genuine business partnering organization, shifting from reactive reporting to forward-looking financial analysis that directly influenced commercial decisions • Implemented inventory governance improvements that reduced excess stock levels by approximately 20% while maintaining service fill rates, releasing working capital and improving cash conversion cycle

• Directed strategic planning, budgeting, forecasting, and financial consolidation across all LATAM business units, partnering directly with the regional CFO and Business Unit leaders • Established a unified FP&A framework across LATAM that reduced forecast variance by approximately 10% and accelerated the annual planning cycle by over one week through process standardization

• Governed financial operations across manufacturing plants in Brazil, Argentina, and Venezuela, owning operational cost structure, product costing standards, and inventory management across a multi-plant network • Led the financial integration of 3 manufacturing plants following the Case IH / New Holland / IVECO merger, completing a cross-plant costing alignment and standard control model within a 6-month window

Plant Controller for Commercial Vehicles Business (IVECO Brand – CNH Industrial - Cordoba - Argentina)

Plant Controller for Commercial Vehicles Business (IVECO Brand – CNH Industrial - Sete Lagoas - MG - Brazil)