Gilberto Alves, MSc

As Executive Finance Manager at Grupo Byx, responsible for the Treasury, Accounting and Tax areas, leading a team of 6 professionals and reporting to the Chief Financial Officer, I led the structuring and professionalization of these areas during a period in which the Group expanded from 4 to 9 companies, and its profits increased from R$1.5million in 2022 to R$27million in 2023 and R$71million in 2024, while the workforce grew from 58 to nearly 200 employees (while during the period the areas under my responsibility were maintained with 6 headcount). I implemented the Oracle NetSuite ERP, internalized the accounting and tax functions, ensured full accounting and tax compliance, and captured tax efficiency opportunities that represented more than 15% of the 2024 profit. Key initiatives included the review of tax regimes, use of PIS/COFINS tax credits, application of tax incentives for innovation, adoption of interest on Equity (JSCP), and optimization of intracompany structures. I implemented SOVOS, fully integrated with the ERP, to automate tax compliance and mitigate tax risks. I prepared both individual and consolidated financial statements (for 2023 and 2024), and managed the audit by a Big4 firm obtaining clean opinion. I supported the acquisition project of a Direct Credit Company (SCD), under approval by Central Bank of Brasil. In the Treasury area, I ensured liquidity and cash controls, automated payments and reconciliations, implemented automated approval workflow for purchases, and introduced document imaging with automated accounting in the ERP. I established reporting routines to the Board, covering accounts receivable, cash flows and financial statements. I structured monthly closing routines, including scheduling, reconciliations, consolidation and tax calculation. I defined accounting and tax policies, established standards for more efficient processes. I fostered engagement, collaboration, high perfomance and continuous improvement initiatives.

Reporting to the Finance Director. Leader of a team of 6 professionals. Responsible for Treasury, Accounts Payable/Receivable, Payments, Accounting, Tax Compliance and Planning. Main achievements are the following: · Effectively contributed for consolidating the strategic and operational leadership of the Finance Area at Byx; · Internalized and restructured the accounting and tax functions and Implemented ERP Oracle NS; · Prepared the company’s financial statements, supported the audit and obtained clean PWC opinion; · Designed and implemented tax planning initiatives that contributed with more than 15% of the 2024 profits; · Controlled and reported on investments (FIDCs, Venture Capital Investments, acquisitions, due diligences); · Led process automation that supported transaction volume increase while maintaining the headcount at 6.

I reported to the Finance Director. I managed a team of 34 members, with 5 direct reports. I was in charge of the Controllership, Tax and Accountancy, which included but was not limited to the bookkeeping, Tax Planning, Accounts Payable/Receivable, Debts, Investments, Intangibles, Fixed Assets, Inventory and Corporate Credit Card, Reconciliation and Analysis processes. The Internal Audit Function had a line of reporting to me. I supported the structuring of the new Management Board information package. I resized the Department. I reduced the time spent in the monthly closing process and related overtime, by reviewing the responsibilities and defining a timetable. We reinforced the analysis process, eliminating the accounting entry failures. We re-performed reconciliations of accounts payable and receivable from previous year. I absorbed the monitoring of KPIs (Balance, P&L, CF, WC, CAPEX, profitability, EBITDA, indebtedness). I developed formal policies (doubtful debt allowance policy; interest on company’s own capital, no incidence of DIFAL (interstate ICMS differential rate) when fixed assets are transferred among states; provision for legal claims). I supported: - the physical inventory by defining procedures and approving the related adjustments. - the definition of the procedures for incorporating a subsidiary. - the preparation of a risk and control inventory and mitigating actions. - the opening of a new branch. We developed checklists and aging of reconciliations to be reviewed by the coordinators. We prepared the quarterly financial statements, supported the auditors, and published them according to the timetable, practically without involving the top level mgmt. I defined that the Cash Flow Statement and the Fixed Asset Movement should be prepared on a monthly basis. The preparation of the Financial Statements were disseminated to the accountant coordinators. I supported implementation of systems (Insphire, Pipefy, Asana, SAP, Paytrack).

Report to the Finance Director. Tax, regulatory and accounting consulting services in transforming Cashme from a bank service provider to a true bank. Consultancy in recruiting controllership professionals and in implementing accounting and controllership functions. I provided services in analyzing new information systems and in reviewing the design of internal controls and processes. The operation of Cashme was basically originating home equity transactions and using them as collateral in securitization and debt issuance for funding purposes. I defined a timetable for the accounting closing process. I reviewed the accounting deliverables. I supported the development of new financial products and the implementation of a Consortium Management Company.

Reporting to the Finance Director. Rendered temporary consulting services in structuring the Controllership, Accounting and Tax areas and in preparing the company to become a financial institution. · Issued detailed accounting policy and control improvement report after having reviewed the operation. · Supported the selection of systems, people recruitment and the implementation of a consortium company.

Report to the Controllership Superintendent. Management of a team of 10 members. Responsible for the consolidation and for the consistency and integrity of the Banco Santander and its subsidiaries Financial Statements (BR-GAAP, Prudential, IFRS, 20-F). Signed off the Financial Statements of Banco Santander from the period from September 30th/20 to March 31th/21. Managed the preparation of 20-F of December 30th,20, required by SEC-Securities and Exchange Commission. Reconciliated the different accounting books (BR-GAAP, Spain, Prudential and IFRS). Prepared the power point presentation and participated in the monthly presentation of P&L to Spain. Coordinated the Governance surrounding the Financial Statements approval. Ensured the proper publication of Banco Santander financial statements. Supported the investor relations area in answer the market questions on Banco Santander Financial Statements. Assured the quality of all financial reports produced by Banco Santander Controllership Area. Manager the incorporation of Banco Olé by Banco Santander regarding the accounting, tax and regulatory issues.

Reporting to the Controllership Director, leading a team of 10 professionals, consolidating 65 legal entities. I was in charge of preparing and signing off the Group financial statements, ensuring proper governance for its approval and its postings and publications. In the month end closing process i) I was in charge of consolidating and submitting the monthly information package to Group HQ, ensuring its integrity, consistency and on time delivery; and ii) preparing the monthly P&L executive presentation and submitting it to Group HQ.

The Banco Olé is part of Santander Group, which is specialized in payroll loans. Reporting to the Finance Director. I managed the accounting, controls and tax routines with a team of 12 members. I defined the accounting policies (COSIF/IFRS) and controls, the reconciliation and financial analysis procedures, as well as I signed off the Financial Statements of the Company. I managed the monthly closing process the P&L presentation and delivery of the regulatory reports (CADOCs). I supported the external and internal auditors, regulators, shareholders and the parent company in providing analysis. I supported the business by providing financial analysis and specifications for new products and systems, ensuring compliance with accounting, tax and regulatory requirements. I managed Banco Olé incorporation by Santander relating to accounting, tax and regulations. I implemented platform migration of Visa card, payroll credit card (Mastercard), new Commissioning System, Collection System (Recupera), moneylender insurance, Qlikview and a Tax System (Senior). I managed, as part of a project called "contabilidade 3.0", project designed by me, a number of improvements, among them: i) the accounting for doubtful debt allowance; ii) Qlikview implementation for the reconciliation; iii) new accounts and manual entries approval; iv) a system for tax calculation and reporting (Senior System). As part of the Tax Planning, we took the benefits of “Lei do bem” and defined the commissioning pricing and structure with subsidiaries. I supported the implementation of the budgeting and forecasting. I implemented the IFRS9 (Financial Instruments) and IFRS16 (Leasing). We received a satisfactory internal audit grade after eliminating the high risk issues. We started, in Oct/16, as a team of 18 members, with R$4bi loan portfolio and a monthly volume of new transactions of R$250mi. We finished, in Aug/20, as a team of 12, with R$15bi portfolio and a monthly volume around R$1,2bi.

Reported to the Finance Director, in charge of 3 legal entities, part of Santander Group, leading a 12 members team. Among other, in charge of the accounting closing process, preparing financial statements and managing the related audit, defining policies, providing guidance to the team, tax planning and regulatory compliance. · Supported the bank digital transformation by providing financial information and analysis; · Provided finance support in relevant AGILE projects: i) Visa Credit Card, ii) Mastercard,; iii) collection system (Recupera); iv) new commissioning systems, v) tax calculation (Senior), vi) Conciliation (Qlikview); · Generated operational efficiency gains through management and process automation initiatives which allowed the exponential increase in business volumes while decreasing the area headcount from 18 to 12.

Alfa Conglomerate is a traditional group of companies composed by financial institutions and other non-financial companies. The financial institutions that make part of Alfa Conglomerate are: Banco Alfa de Investimento, Financeira Alfa, Banco Alfa, Alfa Arrendamento Mercantil, Alfa Corretora de Câmbio e Valores Mobiliários, Alfa Insurance Company and Alfa Previdência e Vida. The other non-financial companies that make part of Alfa Conglomerate are: Metro Sistemas, Corumbal Corretora de Seguros; C&C Casa e Construção, Agropalma, Cia. Refinadora da Amazônia, Alfa Metro Indústria, Hotéis Transamérica, Transamérica Flats, La Basque, Águas Prata, Rádios Transamérica, Transamérica Expocenter, Teatro Alfa, Soubach Couros, Alfa Holdings and Consórcio Alfa. I reported to the General Manager of Auditing and to the main group shareholder. I managed a team of 7 members. I was in charge of the Internal Audit Department of the non-financial companies of Alfa Conglomerate. It involved analyzing the operational effectiveness of the internal controls, segregation of duties, safeguard of assets, compliance with rules and regulations and accuracy of financial reporting. I implemented a risk based approach to the audits. I reviewed and presented the audit reports. I was in charge of addressing specific issues raised by the main shareholder and also to summarize the audit reports for a one-on-one presentation to the main shareholder. I led a number of audits, among them: at C&C (inventory, expedition/delivery, purchase/accounts payable, sales/accounts receivable, legal/provision; HR, TI, Taxation); at Alfa Metro Indústria (I have audited the project of building a multi-oil refining plant); at Agropalma/Cia. Refinadora da Amazônia (treasury, HR). I implemented the reporting on a list of 30 indicators defined for C&C by the main shareholder. I implemented an assessment of the main executives of the Group, which was used by the main shareholder in defining the executive bonuses.

Disserted on Internal Controls in the Banking industry

with OAB