Bruno Crc

Diretor financeiro e administrativo

Finance Due diligence projects (M&A). Severeal Deals over USD 1 billion with clients all around the world (USA, Hong Kong, France, Denmark, Brazil). Different industries as energy, agribusiness, cosmetics, technology, distribution, etc.

Finance manager full time at Agromafra (agribusiness group). Hired as a third-party (via VACC). Cash flow management, bank negotiation, controls implementation, team leadership.

Hired as third-party service provider (via VACC) Administrative and finance manager: • Manage finance and administrative departments (great evolution in quality and quantity of KPIs, including time to produce them monthly, weekly and daily). • Be accountable for finance accounting, management accounting, treasury, information of technology (IT) and procurement with around 15 direct and indirect subordinates. • Participate in business strategies (provide information and contribute with ideas). • Review processes and controls, implment and coordinate budgeting and forecasting process, support sales and production departments to meet their goals. I was the head of SAP Business One implementation project and a key player in the profitable results in all 5 years. The company jumped from R$ 10-15 million revenue per month to R$ 25-30 million per month. When I joined the company, they were starting a bankrupcy process and when I left there was no overdue payments, the debt level was under control, and the bankrupcy process was ended.

Budget, forecast and report to international head office.

Main role: business management consulting to small and medium companies. Those projects normally included: • To elaborate management results, develop models to analyse business units and create key performance indicators. • To find opportunities and solutions for costumers and discuss business strategies. • To execute projects in Excel, manage team, elaborate report and present the project result. • Other projects: valuation, finance accounting advisory, auditing, process and controls.

I was responsible for management accounting team (domestic business unit – B2B), to create management result model, to elaborate key performance indicators and to establish process and control. I achieved the main objective creating a weekly and monthly model with quality and quantity of indicators to decision process. I also used to help in debentures issues, bonds and follow-on and I was responsible for annual budget of national distribuition business unit.

Senior consultant in Merger and Acquisition. Short experience due to a new opportunity received.

• Financial statements audit, due diligence, procedures and controls, inventory, team leadership and project coordination. • I began as assistant at BDO and I left the company when I was senior. • It was the best school for me. We used to work efficiently, always as team, in different economy sectors, applying graduation knowledge in a moment that Brazil was adopting IFRS rules. • The company which held BDO brand in Brazil was acquired from KPMG months later I had left.

First in the entrance exam for accounting career

Financing, audit and accounting