Fabio Carlos Pereira da Silva

Expansion and Real Estate Management 1. Multi-format Expansion Strategy -Leading national expansion focused on diverse business models: Big-Box (GSB), Compact stores, Leroy Merlin Express, and Distribution Centers (DCs). - Strategic site selection and feasibility analysis to drive company growth across different retail footprints. 2. Asset Management - Direct oversight of the lease portfolio, ensuring financial and operational efficiency in contract negotiations, rent reviews, and lease renewals. - Focus on portfolio optimization and cost-efficiency management. 3. Revenue Generation - Management of Other Real Estate Income (ORI), optimizing the commercial exploitation of spaces and corporate assets through strategic leasing and secondary income streams. 4. Strategic Partnerships - Developing relationships and new business ventures with other major retailers, aiming for operational synergy and the expansion of the commercial ecosystem.

• Ensured the brand's expansion in the national territory by overseeing the development of Subway in Brazil, which includes the approval of 25 new restaurants and 30 renovations and relocations. • Establishment and maintenance of relationships with approximately 900 franchisees, provided ongoing support in the development of new store formats, renegotiations, and lease agreements. • Developed strategic partnerships with equipment and decoration suppliers, driving innovation in new business models, and overseeing the expansion of over 1500 stores throughout the country.

• The expansion of Leroy Merlin in Brazil, which encompassed the approval of 12 strategic projects, the development of new store formats and business models, and the opening of 10 stores and a logistics platform, was planned and executed. • The Real Estate Management area was established and led by individuals, who successfully renegotiated lease contracts, resulting in savings of R$20M. • Management of operational revenues and additional contracts, generated over R$10M annually through strategic partnerships, cafes, and other operations, in addition to the sale and rental real estate assets, generating over R$40M. • Established partnerships with investors and retailers, thereby assisting the real estate asset and legal team in the implementation of new projects and initiatives.

• Property management, lease agreements, acquisition of new properties, and maintenance of the existing portfolio are all part of Grupo Consigaz's R$ 1.5 billion in real estate. The objective was to optimize financial and operational performance. • Structured and leaded the financial, engineering, and operations areas, developing management processes and creating the structure of the real estate holding for business expansion and consolidation.

• Acted as an independent consultant in real estate management, planned and executed of organic growth, real estate development, and corporate expansion, advised retailers and financial institutions on contracts, leases, permits, and new business ventures.

• Leded the renegotiation of 100% of the contracts and achieved a cost reduction of over 20% on an annual basis, managing over 4,500 lease contracts (agencies, administrative centers, and others). • Oversaw the analysis, construction, and delivery of the spaces, with the opening of over 50 locations in Brazil and one abroad, by prospecting and negotiating new locations for agencies, ATMs, and regional offices. • Conducted studies to relocate and close unfeasible points, deactivating over 400 properties, and relocating 20 strategic units for portfolio optimization. • Commercialization of non-operational assets through direct sales and auctions, resulting in over R$ 120 million in revenue, with a focus on investors, retailers, and construction companies.

• Leaded the opening of the first prototypes in São Paulo and ensuring strategic alignment with the market, the expansion and prospecting of properties for the convenience store format (Carrefour Express) are being planned. • Analysis of potential markets, competitors, and existing units, provided insights for decision-making and the feasibility of new businesses. • Leadership and development of field teams, presentation of projects to the Investment Committee, and assurance of the approval of initiatives that are consistent with the company's objectives.

• Planned and structured of new ventures, including budgeting, expense control, and team assembly, while leading the development of three new locations and the opening of two ventures. • Establishment of the Facilities department, which encompasses security, maintenance, and cleaning, as well as the optimization of financial and operational management through the establishment of tenant relationship processes. • Prospecting strategic locations for the implementation of power centers, strip centers, and shopping centers, to ensure that operations are in accordance with market demands. • Commercialization of stores for major brands, including Walmart, Pão de Açúcar, Decathlon, C&C, and various franchises, to enhance the mix of operations and ensure high occupancy in the ventures. • Prepared monthly performance reports for investors and executives, based on market research and industry trends, by monitoring the approval, construction, and delivery processes of projects.

• Prospected new locations for formats such as Supercenter, Sam's Club, Maxxi, supermarkets, petrol stations and distribution centers, with the approval of 27 strategic operations in the South, Southeast and Midwest regions. • Managed teams for project design and presentation to committees in Brazil and the USA, negotiating with landowners, real estate developers, and investors, and aligning new stores with local operations. • Conducted financial and market analyses to facilitate sustainable growth that is consistent with organizational objectives, as well as the development and implementation of the Strategic Expansion Plan.

• Assisted in the decision-making process and analyzed strategic data as part of the Due Diligence process for the acquisition of Sonae Distribuição by Walmart Brazil. • The successful implementation of the "100-Day Plan" and the alignment of processes through store visits and analyses. The coordination of department integration between Sonae and Walmart Brazil. • Completion of Process Mapping and Gap Analysis between Sonae and Walmart, ensuring the implementation of a unified system, as the preparation of financial reports and presentations for the CFO, supporting investment and project decisions.

Responsible for the implementation of Balance Scorecard at Vésper Responsible for investment analysis and the implementation of the Competitor Analysis area at Vésper SP.

MBA Business Management, Innovation and Entrepreneurship

Specialization on entrepreneurship, e-commerce and strategy Strong analytical focus