Gustavo Barreto

Reporting to the Regional Vice President of Finance, leading approximately ~150 Employees; Seven Direct Reports and working diligently to maximize value and make DSC Brazil and LatAm sustainably better every day by: • Fully responsible for all the Financial Routines to co-lead Warehouse, Transport and Strategic Products in Brazil – an approximately ~18.000 Associates. • Treating Cash “as” King: 2020/22 EBITDA to OCF Conversion at ~95% - Overdue A/R below 10% (Sept’22 at 6%); 2019/22 DSO and DPO improvements from 54 to 48 days and from 54 to 79 days, respectively. • Having The Best Finance Team: 2020/22 Engagement levels at 93, 94 and 92 favorability (~95% Response Rate). • Keeping The House in Order: Leading Compliance Committee and promoting Standardization and cooperation across LatAm Clusters to ensure a lean and healthy Balance Sheet. • Working Close To The Business: Revenue growth while Underlying EBIT grew. • Promoting Finance Going Digital as the base for the long-term sustainability and effectiveness: Power BIs inside and beyond Finance Area and 21 Robots implemented since 2020. • Becoming Sustainability Experts by supporting and incentivizing initiatives like New Electrical Vehicles (70% female drivers).

Reporting to CFO Regional/LATAM CFO: • Responsible for Business Planning, FP&A, Controllership (Accounting, Costing, Intercompany), Treasury (Credit & Collection, Cash Management and Bank relationships), Tax Planning and Internal Controls for Beverage (The fourth largest Red Bull Business Unit in the world) and Soccer Businesses. • Rethinking and Repositioning the Finance Area from people and processes perspectives in alignment with business strategies and needs - from “backoffice to business partner”, actively participating and leading initiatives across the organization. • Leading and co-leading projects related to Route to Market redesign, Supply Chain optimization and Acquisitions. • Strong Business/Volume Growth from ~50% increase in cans sold in 2 years while Operating Profit improved during the same period. • In 2019, the Clube Atlético Bragantino was acquired and renamed to Red Bull Bragantino – in the same year the Club was champion of the Série B being promoted to the Série A of the Brazilian National Championship.

Initially reported to Regional/LATAM CFO and lately to the Global Vice President of Commercial Finance based in London: • Responsible for Business Planning, FP&A, Controllership (Managerial & Statutory Accounting), Treasury (Credit & Collection, Cash Management and Bank relationships), Tax Planning, Internal Controls and Pension Plan – the largest Avon Business Unit in the world. • Led and co-led projects related to Route to Market (Sales Model), Supply Chain and Technology (new ERP). • Restructured the Finance Department and created a High-Performance Team Culture: more than 120 Employees in the Finance Organization; Six Direct Reports - a Successor from within was identified and a robust Talent Pipeline was initiated. • Reviewed PtP, OtC and RtR existing processes supported by Lean Six Sigma Methodology. • 2016 Results: Business Growth faster than Plan and OCF 40% above Plan Target thanks to proactive Tax Savings Initiatives and Working Capital (well implemented Inventory management processes and Vendor Financing Tool). • Chairman of the Board at AvonPrev (Pension Plan of the Avon Brazil’s Employees). • Partnership with Corporate Affairs: representing Avon Brazil in meetings at Cosmetics, Retail and Direct Sales Associations.

Reporting to the “Vice-President of Support Areas” and leading 120 Employee; Six Direct Reports: • Responsible for Business Planning, FP&A, Controllership, Treasury, Tax Planning, Internal Audit and Legal Department of a R$5.0 Billion Business – 2nd biggest C&A Business in the world; • Redesigned and repositioned the area from people and processes perspectives in alignment with business strategies and needs - from “back office to business partner”, actively participating and leading initiatives across the organization. - Managerial and Statutory Accounting - Treasury - Governance and Control - Internal Audit - Tax - Legal - Interface with Corporation/Shareholders

Reporting to the Regional/LatAm Vice President of Finance and leading 30 Employees; Five Direct Reports: • Responsible for Business Planning, FP&A, S&OP and Pricing at Petcare Business (R$0.8 Billion Revenue in 2014) and for the Shared Service Center including Controllership, Tax, Treasury, Internal Controls and Legal Matters for the Petcare, Chocolate and Food Businesses (Total Revenue in 2014: R$1.0 Billion). • Built a robust talent pipeline preparing Associates for Mars Brasil and Sister Units including a CFO for Mars Mexico Chocolate. • Brazilian Finance Organization Engagement Level above 80 percentile (Gallup Q12®). • CAGR above 15% (with relevant Market Share gains) and 800Bps EBITDA improvements (as % of Net Sales) from 2008/13. • From Cash Consumption in 2008 to Cash Generation in 2013 through Working Capital reduction from 60 to 8 Days (2013). • Co-leaded the project to create/build a New Petfood Factory at the South Region - Paraná State. - Define, support and implement local and Global Business Strategies. - S&OP (Sales & Operations Planning) process - Pricing: strategy design, control and monitoring - Managerial and Statutory Accounting - Treasury - Governance and Control - Tax & Legal - Interface with Corporation/Shareholders - Talent Management & Development

Reporting to CFO Brazil and leading 20 Employees; Five Direct Reports: • Responsible for Internal Control, Accounting (BRGAAP and USGAAP), Credit & Collection, Tax, Legal, Treasury and Payroll. • Delivered Clean Audit: “Zero” issue in Control Letter (audited by Price Waterhouse & Coopers). • In April 20017, won the Governance Award in Global CFO Conference (McLean/VA – Mars Headquarter). • Successes related to Tax Cases (lawsuits) against Brazilian Government reducing tax/VAT burden by 10 p.p.. • In partnership with the Procurement Team, implemented onshore Hedge Instruments (following FAS133) to protect Margins, improve predictability, gain competitiveness (four consecutive years without increasing prices) and Market Share.

Reporting to CFO Brazil and leading 10 Employees; Three Direct Reports: • Responsible for Control Report, FP&A, Cost Planning, Coordinate Planning Cycles (Quarterly and Yearly projections) and Business support (Portfolio review, product launches, investments, and special projects). • Built an Effective, Engaged and Diverse team, which generated stability in Business Planning & Cost Accounting Area. • Well Executed Portfolio Assortment/Rationalization improving overall Operating Margins from ~20% to ~30%. • Two well succeed factories relocations from South and Northeast Regions to São Paulo State. • One SAP implementation plus a version update - both aligned with South America Clusters.

Reporting to CFO South America and leading Three Direct Reports • Responsible for Corporate P&L for Brazil, Argentina, Chile, Uruguay, Paraguay Operations and at Consolidated Level.

Brisk Participações - Subsidiary of Pennsylvania Power & Light Corp. Report to CFO

TESS S/A (Subsidiary of Telia Overseas AB) From Senior Financial Analyst to Budget & Planning – FP&A – Coordinator

From Intern to Senior Financial Analyst