Juçara Veroneze Antunes

As the category CFO for Campbell’s $2B Soup and Broth business, I drive financial leadership from gross sales to EBIT, shaping strategic plans and optimizing resource allocation to deliver top-tier results. I lead efforts in sales and margin management, bringing actionable insights to guide decision-making and align with long-term growth objectives. With deep expertise in P&L ownership and cross-functional collaboration, I leverage advanced analytics and AI to elevate business performance, ensuring financial targets are met while steering key business initiatives that drive category growth.

Co-piloting with HGR President to achieve double-digit growth at the $9B High Growth Regions, while also partnering with Chief Commercial Officer to drive commercial operations (growth strategies), commercial enablement (tools and systems), and commercial excellence (processes and policies) for Honeywell ($39B)

Built and executed vision for FP&A, S&OP, Sales Finance, Brand Finance and, new systems and reporting.

Lead Revenue target setting & pacing Drive Gross Revenue, Gross to Net and Net Revenue FP&A Control DSD (Direct Store Delivery) Sales incentives strategies

Partnered with the sales leadership team for profitable growth • Drove forecast model improvements that reduced time spent on data manipulation by half and significantly increased forecast accuracy. Forecast reporting and analysis were also improved to drive actionable insights and risks & opportunities on a customer, channel and brand level. • Implemented Trade ROI reviews that allowed us to over-deliver our trade efficiencies commitments • Implemented field sales audit process driving increased controls and compliances of trade management. • Led collaboration with brand finance team on providing trade spend insights and pricing support. • Led finance leadership development taskforce that delivered training and development curriculum.

Led financial planning and analysis, marketing budgets for all chocolate brands and direct reports • Led centralization of A&P budget management under FP&A driving 2 head counts reduction through process improvement and standardization. • Drove monthly P&L and cash forecasts, business risks and opportunities analysis and led task forces to close year end GAPs ensuring appropriate contingencies were in place to address business risk profile. Successfully implemented new P&L forecasting process that drove <5% variance in 2015. • Drove improvement of month-end and profitability reporting by simplifying and automating standard reports and focusing on clearly conveying the drivers of the monthly/quarterly actuals results through sharp commentary, bridges and trend analysis. • Led annual contract/financial planning (P&L and cash). Drove efficiencies and planning team engagement by setting clear milestones, communication channels and driving leadership alignment.

Partnered for profitable growth the TWIX and DOVE brands as part of merchandising leadership team • Led financial evaluations for innovation projects (new Item P&L, brand P&L impacts, CAPEX) and acted as business thought partner for the project teams. • Drove quarterly P&L forecasts and led the risks and opportunities process. Developed forecasting model that drove efficiency to the process and was adapted by entire brand finance team. • Delivered a +20ppts. increase in displays profitability through ROI improvement efforts. • Led task force that implemented SKU profitability analysis process across all brands.

Led the Innovation approval and prioritization process, project teams and capital management • Co-piloted the leadership team on projects prioritization and led the innovation gate approval process. • Delivered financial evaluation for all innovations projects (item profitability, CAPEX, cost savings). • Drove capital budgets annual planning and management, including quarterly capital expenditures forecasts and monthly actuals versus budget tracking, analysis and variances commentary. • Implemented on-budget and on-time various high-complexity and high-risk projects: o Delivered $3.5M savings implementing SAP Retail for M&M’s World stores and office. o Grew annual sales by 33% through implementation of M&M’s personalization guest experience.

Drove SAP implementation along with business processes efficiencies at 7 Mars Chocolate Units for Procurement, Inventory Management, Production Planning and Finance. Created and maintained project plans that included definition of tasks, milestones, deliverables and dates for functional areas. Drove project feasibility analysis that resulted in successful implementation of committed benefits through design of efficient business processes and systems configurations. Drove planning and execution of business integration tests that ensured go-live with minimum business disruption.