Gabriel Salgado

Led the Financial Planning & Analysis (FP&A), with a focus on annual budgeting, forecasting, and valuation of strategic initiatives. key business partner to both operational and corporate areas, working closely with executive leadership and managing the FP&A team. • Led the annual operating and administrative budget, including quarterly revisions and ongoing projections through rolling forecasts. • Developed valuation and financial models for new projects and strategic initiatives, conducting economic feasibility and ROI analysis. • Head of the implementation of Oracle EPM (Hyperion Planning), designing planning models, integrating systems, and training end users. • Managed a team of four analysts, focusing on capability development, process optimization, and delivery of high-value financial analysis to support strategic decisions.

Responsible for the annual budget, conducting financial modeling with a focus on the continuity of maritime outsourcing services, monitoring and analyzing deviations versus projections. Provide support to administrative and operational areas. • Lead the process of developing the Operational and Administrative Budget. • Monthly results report to the headquarters, including key drivers and main variations comments. • Responsible for implement new features and maintaining the Business Intelligence tool (Power BI) at OSM Thome Brasil.

In charge of the pluriannual budget, financial modeling focused on GTAs renewals (annual revenue of approximately BRL 7.5 billion), monitoring and presenting main deviations from the budget and forecast for shareholders. Supporting administrative and operational departments (around 30 managers). Participation in regulatory committees for presentation and approval of new investments. • Oversaw budget preparation (P&L, FCF, and balance), monthly forecast, long-term planning (financial modeling), regulatory model (revenue), and payroll planning. • Monitored the monthly closing with the accounting department, working to mitigate allocation errors. • Implemented the monthly monitoring process (actual x budgeted and actual x forecast) through SharePoint. • Presented financial reports for the shareholder, including the monthly forecast review (P&L, FCF, and BS). • Implemented and oversaw the monthly maintenance of the BI for finance (Power BI), standardizing reports to support corporate departments. • Participated in economic studies (valuation, IRR, and payback) of new projects and the evaluation and approval committees. • Indirectly managed an analyst resource, managing demands and priorities in the FP&A department.

In charge of the pluriannual budget, with financial modeling focused on the evolution of the Latin American market share (annual revenue of approximately EUR 1 billion), monitoring and presenting deviations from the budget and the forecast for corporate controlling in Germany. Supporting administrative and operational departments of regional offices in Latin America. • Led the zero-base budget and planning (budget and forecast) for the seven regional offices in Latin America and the corporate department. • Implemented and conducted the monthly closing, analyzed evolution and deviations, and built the presentation results to Latin America and corporate results in Germany. • Conducted the Global Efficiency Program (GEP), monitoring initiatives (benchmarks) of cost optimization (savings), and implemented it in Latin American regions. • Led the implementation of SharePoint for results report and data consolidation (budget, forecast, actual x budgeted, actual x forecast) and BI tool (Qlik Sense and Power BI). • Indirectly managed the planning teams of the seven regional offices in Latin America during the budget and planning process, quarterly reviews, and spot demands from corporate in Germany.

In charge of long-term planning of new investments (CAPEX) of the seventh largest hydroelectric plant (Jirau) in energy production capacity in Brazil (3,750 MW). Participation in senior committees, discussing the evaluation of new investments (CAPEX) influencing decision-making.

In charge of zero-base planning, financial modeling (P&L, FCF, and balance sheet), and implementation of the payroll management tool. Monitoring and treating budget deviations and presenting the results to the board.

Responsible for the reporting and follow up on annual Budget and Planning process (Mains KPIs, Sales, Gross Margin, EBIT, EBITDA and CAPEX), and OPEX closing reports; Head of implementation from Human Resources planning system (Hyperion system); Responsible for the implementation of different tools in support of the management request (Hyperion, SAP BO, SAP BI, SharePoint and Management Reports).