Bruno Aurelio Vasconcelos

• Partnered with the regional CFO to drive financial planning and analysis for EMEA operations with $1B+ net sales. • Directed a cross-functional team overseeing forecasts, budgeting, reporting, commercial finance, credit, collections, and business intelligence. • Led multi-location SAP implementation, standardizing financial processes across the region.

• Partnered with the platform CEO on performance turnaround initiatives across two business units generating $0.7B+ net sales. • Managed 50+ finance professionals across 20 factories and 8 subsidiaries, optimizing global reporting and controlling processes. • Implemented ERP and digital transformation projects, redesigned finance structures, and enhanced team performance. • Oversaw accounting, controllership, and treasury operations at the platform level.

• Led FP&A for a global division with $3B+ net sales across six business units. • Established post-merger integration processes, standardizing P&L, CAPEX, OPEX, cost centers, and accounting procedures across multiple systems. • Directed a team of 20 finance professionals in consolidation and variance analysis, improving reporting efficiency.

• Managed FP&A and corporate strategy for $2B+ net sales, leading a 15-person team. • Enhanced FP&A responsiveness during COVID-19, optimizing revenue forecasts, cost controls, and pricing strategies. • Executed post-merger integration of Embraco into Nidec, separating operations into two distinct business units.

• M&A: member of the team that made the acquisition of the compressors business (Embraco) by NIDEC possible in 2019 for +1Bi USD (sell side experience: valuation, due diligence and antitrust). • Drove pricing, promotion, product, placement, and strategic planning for $1.3B net sales with a $4M marketing budget. • Led a 15-person global team (Brazil, US, Italy, China), redesigning marketing functions and category management.

• Managed pricing and sales/marketing FP&A for 0.5B BRL net sales, leading a 5-person team. • Automated end-to-end price management across B2C channels, integrating costs, taxes, margins, and customer pricing.

• Was globally responsible for pricing and revenue management for +$1.3B net sales; • Led a team of 6 people that oversaw the global B2B negotiations process, being accountable for the preparation and design of commercial proposals evaluating contribution margin scenarios.

• Developed and implemented pricing policies, rebate contracts, and profitability analyses for the compressors business. • Managed annual budgeting and multifunctional negotiations and was the main responsible for the annual budgeting process within the business area.

• Developed demand management processes across Brazil, US, Italy, and China, increasing forecast accuracy by 10p.p. • Completed a four-month international assignment in China implementing S&OP methodology.

• Supported financial analysts in a shared services center, improving accounting efficiency through MS Access, SQL, and VBA applications.

Thesis: Brazilian public firms’ leverage profile and its correlation with financial-economic frictions.

Thesis: Tupy S.A. foundry valuation.

Thesis: Critical chain project management on a demand planning area implementation.

Thesis: 2007-8 Sub-prime financial crisis and its impacts.