Bruno Garcia

Ajudamos Profissionais do mundo corporativo a migrar para o empreendedorismo sem necessitar sair do seu emprego atual.

------- Financial planning & investors' relations >On-going analysis of company's financial results (OPEX, CAPEX and Cash) >Proposal, implementation and enforcement of plans aimed to delivery financial results agreed upon >Reports and presentantions to executive team, investors and creditors >Long Term Business Plan and pitch deck to VCs focused on series B >Banking relationship >New ventures' viability analysis ------- Financial & Legal backoffice >Post spin-off activities: financial statements adjustments; contract with creditors; contingencies >Audit process (big 4) >Turnaround of financial and legal internal processes' focused on an agile and unbureacratic culture >Cash management: (i) lengthening of payments; (ii) anticipation of receivables; (iii) assertive control and charge of default

------- Strategic planning: Led company's long term strategic plannig (2021 - 2025) considering market trends and financial impacts of COVID-19. (Financial projections, strategic plan, vision and mission, new ventures, CapEx guideliness, C level and board of investors presentations) ------- M&A, JV and New Ventures (Build, Buy or Partner): Led valuation and financial analisis of opportunities during Covid' crisis, considering companie's long term strategy, assets, cash generation, investor' willingness for capital injection and the impacts of those moviments with companie's creditors ------- CapEx: CapEx's budget for 2021. Interface with business units' owners and executive areas. Investments' priorization with strategic plan, IRR, payback and cashflow ------- Funding strategy/ Debt negociation: Funding strategy to address imediate and long term impacts of covid for company's financial Health. Negotiation of ~BRL 190 mm with debenture holders, banks, former company's shareholders and companies aquired. (covenants, payment flows, interest rates, collaterals, penalty for advance liquidation, fees, government's credit stimulus, etc) ------- Holding's subidiary's Spinoff focused on fiscal efficiency: My team Led the project with 6 other areas (Logistics, legal, controllership, fiscal, commercial and product). NPV of the iniciative ~BRL 80 mm

Responsible for national franchise expansion of Cultura Inglesa, codeBuddy and Newie Development and implementation of strategies to generate differential value proposition to new franchisees considering Holding’s assets and market trends; Led commercial team end to end of sales pipeline (openers, closers and commercial intelligence) Results: 23 news schools signed; NPV of BRL 4,46 mm New business model: (i) conversion rate increased by 450%; (i) contracts/month rate increased by 360%; (iii) CAC reduced by 88%; (iv) fostered new opportunities to cross-sell

Develop sales KPIs; Market Analysis focused on adaptation of commercial strategies and to identify (i) synergies within the holding; (ii) competitive advantages (iii) new business opportunities; Executive/ C level presentations; CRM; SG&A supervision; Sales process; Events and Sales operation;

Led two teams: Business intelligence: responsible to enable and treat data to analyze the commercial operation, tactic and strategy and develop solutions Inside Sales: guarantee quantity and quality of new business and nourish leads throughout sales’ pipeline

After-sales B2B; Service level supervision; CRM;

Sales KPIs; Development and implementation of sales actions; price and promotion operation; Financial reports

Socio-demographics of brazilian educational development throughout the years; Data analysis; SPSS;