Ivo Dreher

Company controlled by JBS S.A., with R$18B revenue, 48 industrial complexes and 68 thousand employees. Chief Financial Officer (CFO), Responsible for Controllership, Tax, Business Analysis (FP&A) and Spend Management (OBZ) of the company. • Reduced the tax burden by 0.5 pp, monetization and reduction of credit generation by over than R$100M/year, through the implementation of a tax planning process. • Implemented processes and systems in the countless acquired companies and carried out the incorporation of the majority, thus promoting a substantial improvement in the quality of financial statements and reducing operational complexity. • Led negotiations with banks, in partnership with JBS 'corporate treasury, to develop financing lines with their own resources (R$1.6B) in addition to those subsidized by the Treasury for key suppliers to expand their supply capacity for the company, which is fundamental for your growth. • Implemented a working capital reduction process with goals defined in conjunction with the operational areas for customer terms, inventory turnover and payment terms for suppliers, reducing the cash cycle by 15 days.

Independent consultant and partner of Matos Consultores Associados, a consulting firm focused on corporate restructuring, interim management, structured funding, debt restructuring and M&A.

A JBS Group company with net sales of R$ 11 billion, 39 thousand employees and 32 production facilities. Responsible for Controlling, Tax and Business Analysis with a team of 450 people and a budget of R$ 90 million. Main Achievements • Reduction of 15% of administrative expenses through the elimination and simplification of activities and functions, regional concentration , elimination of hierarchical levels and review of job posts and salaries. • In a joint effort with the CEO and the tax head of JBS Group we obtained state tax incentives in an annualized amount of R$ 33 million as a result of negotiations with governors and state treasurers. • A joint implementation with JBS Foods VP of domestic sales of a substantial improvement of the financial performance management process which contributed significantly in turning the negative results into positive in only five months.

A Marfrig Group company with net sales of R$ 7 billion, 33 thousand employees and 28 production facilities. - CFO – In charge of Controlling, Treasury, Business Analysis, Tax, IT, Legal, Procurement and HR, with a team of 950 people and a budget of R$ 4,5 billion. • Unified the two Procurement teams in Brazil (Marfrig and Seara) obtaining an increase in the payment term by 15 days and an annual savings of R$85M. • Implemented processes and systems in the six companies previously acquired by Marfrig in just eight months without operational interruptions. • Captured 115% of the synergies mapped with the integration of these companies which totaled R$78M, being in administration and finance (R$12M), and in purchase (R$ 66M). - COO – Responsible for S&OP, Procurement, Production and Logistics, with a footprint of 28 production complexes, 30 thousand employees and a budget of R$ 5,6 B. • Implemented a productivity improvement plan with an annual cost reduction of R$88M (80% of the potential value). • Closed low-scale industrial units with transfer of production to other units obtaining an annual reduction of R$48M in production cost. • Led the “Operational Excellence” team, part of a global initiative by Marfrig to identify synergies as well as best practices among the businesses, obtaining the recognition of a team of greater engagement and achievement of USD22M/year.

Leading Brazilian agribusiness company with net sales of R$ 21 billion, 12 thousand employees and 28 production facilities. Responsible for Controlling, Treasury, Business Analysis, Tax, IT, Legal, Risk Management and Strategic Planning & Business Development, with a team of 750 people and a budget of R$ 220 million Main Achievements • Implemented a new process to manage the ICMS tax burden (“Tax Footprint”), obtaining an annual reduction of US$32MM, as well as 60% of the ICMS balance to be recovered. This initiative was recognized and granted with the company's annual innovation award. • Developed a new annual strategic review process, enabling a clear definition of the company's strategic priorities, greater visibility and recognition by the headquarter and identification of new business opportunities in the agro division, increasing the result by 20%. • Implemented a routine for monitoring and interpreting the variables that influence the exchange rate variation in the short term also for fixed expenses, obtaining a gain of US$34MM. • Recovery of USD 131 million of indirect taxes (VAT) from past years through the review of the criteria adopted by Bunge Alimentos on that time • The implementation of SAP, finance and human resources modules, in 2008 in Bunge Alimentos and at the same time the outsourcing(BPO) of the finance and human resources transactional activities.

A Bunge/Cargill company with net sales of R$ 2 billion, 16 thousand employees and 9 production facilities. In charge of Controlling, Treasury, Business Analysis, Tax, IT, Legal and Investor Relations Main Achievements • Participated actively in the sale process of the company's ownership, including negotiations, drafting the contract and leading the due diligence process, resulting in the acceptance of the conditions established by Bunge for the acquisition by Cargill. • Currency hedging strategies that produced relevant results • Development with banks of low cost credit lines for working capital financing

PED – Program for Executive Development-10 weeks - IMD – Switzerland, 2007

Executive Development Program -1 week -Washington University, Saint Louis, 2006