Andrea Leal

Lead the company's corporate sustainability strategy, aligning environmental, climate, and ESG initiatives with the organization's global strategy, business priorities, and the aviation industry's commitments to decarbonization and the transition to a low-carbon economy. Drive the company's decarbonization agenda by partnering with Government Affairs, Regulatory Affairs, Corporate Affairs, and business leaders to engage regulators, policymakers, industry associations, investors, strategic partners, and global teams in advancing sustainability, climate, and ESG initiatives. Key activities: + Lead the corporate environmental strategy and the execution of ESG initiatives + Drive strategic stakeholder engagement in partnership with Government Affairs and Regulatory Affairs + Develop decarbonization strategies, including Sustainable Aviation Fuel (SAF) and carbon market initiatives + Lead operational sustainability programs focused on circular economy, waste reduction, and environmental performance + Assess environmental, regulatory, and reputational risks, developing mitigation strategies + Oversee environmental governance, ESG performance indicators, and executive reporting + Lead cross-functional initiatives involving operations, finance, procurement, legal, and government affairs + Represent the company in executive committees, industry forums, and sector associations + Lead multidisciplinary squads and strategic projects that accelerate the company's environmental transformation

Responsible for structuring two franchises of the health, aesthetic, and wellness clinic chain “Nubele,” leading market analysis vs. potential in each region, marketing and sales strategies, logistics management, partnerships, and market relations, with over 600 appointments/year. Key activities: + Strategic and financial planning (FP&A) for franchise units + Market analysis and business potential, opening branches in São Paulo and Campinas + Marketing and sales strategy, analyzing portfolios, prices, offers, sales pitches + Supply chain management: inventory, purchasing, quality, etc. + Financial management: budgeting, billing, etc. + Structuring SDR teams, with a focus on business development + Management of the entire market communication funnel + Definition of processes, policies, and customer journeys + Development of partnerships with the medical market, local market, etc. + Leadership of 10 people

Responsible for structuring and governance of sustainable projects for Latin America (from Mexico downwards), analyzing market trends VS business strategies, and developing a pipeline of actions involving products, operations and strategic events to enhance the brand. Key activities: + Analysis of the market and ESG trends (including Taxonomy) + Developing fronts for more sustainable products + Still on the subject of products, led the development of the “Model Farm” + Studies for the creation of a “Green Currency” for Agribusiness, with exclusive rates + Defining strategies for “Green Coins”; also looking at exports + Interface with the Global team, aligning fronts of action, good practices and needs + Relationship with politicians, C-Level and personalities, “selling” the company's ESG actions + Analysis of the production journey, proposing models for working with the land, bee hotels, etc. + Looking at all LATAM regions and their particularities, tropicalizing each project front + Support in managing projects to review carbon emissions + Structuring and managing events to promote the ESG brand + Presenting results to the entire executive leadership + Leadership of 50 people

After returning from Germany, took on the role of project manager, responsible for integrating and sustaining the merger with Monsanto, leading fronts for 100% of the business journey (As Is x To Be), whether for reviewing processes, journeys, technologies, finances, etc.; proposing new models with a focus on efficiency. Key activities: + Strategic project planning, with a focus on the M&A done with Monsanto + Structuring and governance of fronts for integrating companies + Working with fronts for Finance, Technology, Processes, People, Portfolios, etc. + Analysis of the highlights and opportunities of each company, creating new management models + Risk assessment, opportunities and attention points + Interface with all the company's strategic areas + A constant look at data, performance and business strategy + Presenting progress and results to the group's C-Level executives + Leadership of 3 people

International experience in Germany, supporting the Global CFO in the management of the Global Pharma unit; leading market analysis, trends and performance of all regions of the world, structuring strategic planning with a focus on 5 years; also creating Insights on these regions and opportunities for efficiency in each of them. Key activities: + Analysis of the Global Pharma unit's business strategy + Structuring studies on global markets + Insights into projects, performance and new business opportunities + Generation of action plans, aligned with operations and executives + Global relations with all units

International experience in Germany, leading the API Investment Management department of the Pharma unit; analyzing strategic projects, investment VS return, and impact within the business strategy, managing ˜€ 350MM. Key activities: + Strategy for the CAPEX management of the Pharma business unit + Analysis of strategic projects VS ROI for each one + Conducting strategic negotiations for each of them with the head office + Building counter-proposals for projects, when necessary + Relations with various executive leaders in the company + Squad leadership

Acting as Controller (FP&A), was responsible for structuring the Investments area, and also for managing the Controls front, analyzing the economic viability of the business unit, and the efficiency of all fronts of the operation, also leading M&A processes. Key activities: + Analysis of the unit's strategic planning + Budget construction and management + Analysis of the economic viability of the Seeds unit's projects + Looking at costs, margins, prices and the efficiency of the operation + Risk assessment, creating various scenarios for strategic discussions + Interfacing with global leaders and committees + Management of M&A projects, such as those conducted with breeding companies + Constant evaluation of the business, recommending whether or not to continue with strategies + Presenting results to executive leadership + Squad leadership

Responsible for the unit's strategic planning and projects, with an emphasis on business performance and efficiency for the Cotton, Soy, Sugarcane and Rice portfolios. Key activities: + Strategic project planning + Analysis of the business journey, assessing risks and opportunities + Financial evaluation of the unit, focused on ROI + Mapping and reviewing processes and policies + Conducting all acquisition processes, aligning fronts with Bayer Holding + Structuring systems and data management for operational efficiency + Leadership of 2 people

Business project management, from planning to the governance of sales and marketing, technology, processes and other fronts. During her tenure, took the first steps in the Risk Management and Compliance area. Also noteworthy was the remodeling of the Go to Market structure and strategy for Bayer Chile. Key activities: + Strategic project planning + Analysis of the business and its needs + Development of the Structured Offers System (SOE) with an impact on 9 business areas + Management of process and data improvement projects, with a focus on performance measurement + Conducting improvement processes for HR, Logistics, IT, etc. + Monitoring action to correct audit reports (ADEX Project) + Structuring the Internal Control System (ICS) + Leading integration and operational efficiency projects + Participation in approval committees and relationships with C-Levels + Leadership of 2 people

Responsible for structuring processes, policies and systems for Internal Controls for Bayer Brazil, assessing risks, fraud, opportunities and new models for the business; focusing on SOX (Sarbanes Oxley). Operation of ˜140 processes, with an impact on all the company's strategic areas. Leadership of 20 people.

Auditor responsible for evaluating and validating accounting processes and management for companies in different markets, from mapping needs, evaluating risks and deviations, and client relations. Experience in structuring and implementing SOX (Sarbanes Oxley) in companies with this requirement. Experience in the oil, automotive, food and beverage, pharmaceutical, etc. markets. Constant relationship with clients.

Responsible for developing marketing and sales strategies for two bank branches, from building customer relationship strategies to performance management, growing sales by +7%.