Gabriel Guedes

Executive responsible for architecting the entire business from zero in a highly regulated environment (SUSEP/Open Insurance), building the strategic, financial, operational and governance foundations of the first SPOC in Brazil. Key Achievements & Responsibilities: • Built the full business architecture from first principles — value proposition, unit economics, financial model, operating model, governance structure and all subsequent strategic pivots. • Designed and implemented all SUSEP-required governance and compliance frameworks, translating regulatory complexity into clear and scalable business structures. • Created and evolved the financial model for multiple go-to-market strategies, shifting from broker empowerment to a data-driven distribution and scale engine aligned with the investor ecosystem. • Structured the operational model, ensuring integration with market infrastructure and validating system performance despite low national readiness for Open Insurance. • Provided strategic regulatory intelligence to guide SUSEP-facing interactions, supporting argumentation, posture and compliance alignment. • Enabled investor and M&A readiness, designing models, narratives and scenarios that supported conversations with M&A teams and strategic partners. • Served as the business architect, translating raw market data into a coherent, executable and regulated business model.

Advisory board member at Aromarketing, the group behind the Acqua Aroma brand. I support the executive team in strategic finance, governance and business architecture, helping elevate the quality of decision-making and ensuring coherence between growth, risk and operational capacity. Key contributions: • Financial discipline steward, bringing structure, clarity and analytical rigor to decisions involving expansion, resource allocation, working-capital exposure and strategic prioritization. • Integrated business analysis, connecting P&L, balance sheet, cash flow, inventory, channels and operations into a unified view of financial sustainability. • Direct influence on strategic decisions involving commercial strategy, budgeting, growth pathways and process redesign — always ensuring alignment between ambition and financial reality. • Governance strengthening, establishing decision-making cadences, executive routines and mechanisms that reduce improvisation and increase operational predictability. • Active role in maturing strategic discussions, improving debate quality and ensuring that risk, return and operational feasibility are properly assessed before execution. • Support in the institutionalization of the company, replacing intuition-driven decisions with structured analysis, data-driven insights and long-term discipline. Core frameworks & lenses applied: Strategic finance, business architecture, risk assessment, financial modeling, corporate governance, channel economics, and integrated cash-cycle analysis.

Senior consultant advising companies in strategic finance, FP&A, operational structuring and business architecture. Supported family-owned businesses, industrial operations and fast-growing startups facing capital constraints, governance gaps or high operational complexity. My role consistently centered on bringing clarity to complex situations and enabling high-impact decisions. Core scope: • Strategic finance and FP&A • Advanced financial modeling and valuation • M&A analysis (buy-side) • Capital strategy and debt restructuring • Turnaround and full financial diagnostics • Operational structuring and business architecture • Funding readiness and growth feasibility assessments

Founder of a home-services startup that delivered strong early traction and validated unit economics, operating under extreme resource constraints and without technical infrastructure support. Key Achievements & Responsibilities: • Validated traction with 1,015 leads and 202 paying customers, achieving conversion rates of 15–27% across months and an NPS of 91%, confirming strong product–market fit in home appliances and AC repair. • Built and operated the entire funnel end-to-end — acquisition (Google/Facebook), triage, pricing, technician matching and customer follow-up — when the team and tech resources were insufficient. • Optimized CAC vs. ticket economics, achieving CACs between R$132–R$193 and ticket averages of R$166–R$248, validating the model’s financial viability. • Managed field operations and technician performance, creating early playbooks for scheduling, quality control and customer communication. • Identified structural constraints and executed multiple pivots, shaping the company into a potential lifecycle business (maintenance → replacement → financing). • Led operations without a working software platform, compensating manually through disciplined processes — removing noise, reducing operational errors and validating demand even before tech readiness. • Developed operational discipline and zero-to-one instincts, learning to test small, iterate fast and discard what doesn’t scale. Key Learnings: • Developed brutal realism: no vanity metrics, no attachment to ideas, quick pivots based on data and constraints. • Gained the ability to build structure before scale, designing processes, funnels and operating models from scratch. • Learned to select and test teams carefully, recognizing the impact of misaligned partners and missing technical capabilities. • Built confidence in real-world execution proving I can lead any operational front when needed.

Led the company’s financial, administrative and operational backbone over nearly a decade, managing a multidisciplinary team of six people across Finance, Controllership, Treasury, Accounting, Tax, HR/Payroll and IT. Played a central role in transitioning the business from ad-hoc, intuition-driven practices to a data-driven operating model supported by technology, disciplined processes and structured governance. Key achievements & impact: • Built the company’s financial governance from the ground up, redesigning all core processes (AP/AR, credit & collections, reconciliations, month-end close, tax routines and financial controls). • Reduced the financial cycle by 93 days, through working-capital optimization in payables, receivables and inventory discipline. • Lowered delinquency by 20% and late payments by 40%, following a complete overhaul of credit policies and implementation of preventive collection routines. • Restructured debt, consolidating contracts, extending maturities and reducing financial cost, which stabilized cash flow during periods of volatility. • Led the implementation and maturity of SAP ERP (financial, tax and accounting modules), integrating data, processes and decision-making. • Designed and deployed data-driven decision frameworks using Power BI and a dedicated financial database, accelerating month-end closing and improving decision quality. • Elevated the company’s financial maturity and predictability, establishing structured forecasting, early-warning signals and disciplined analytical routines that reduced improvised, reactive decision-making. • Strengthened the integration between Finance, Operations and Technology, enabling a shift toward sustainable, scalable business management.

Reported directly to the Administrative Director, leading a team of six direct reports. Oversaw the structuring of the HR, Recruitment, IT, and Finance functions, designing the operational backbone that enabled the company to pursue ISO 9001 certification. Key Strategic Contributions: • Built the company’s HR framework — including performance management, training & development, and internal governance policies — establishing the foundations for a scalable people operation; • Designed and implemented credit scoring and credit management models, strengthening financial discipline and reducing late payments by 40% and delinquency by 20%; • Reengineered the technology infrastructure, ensuring server security and redundancy, boosting team productivity, and shielding the company from more than 50,000 cyberattacks annually; • Automated treasury operations through full banking integration, enabling a lean two-person team to support a 20× revenue expansion without increasing headcount; • Developed the tax module and SAP integration, cutting invoice posting time by 62% and reinforcing operational efficiency and compliance.