Matias Tavella

Part of NVA, a leading global veterinary community of +1.5 K veterinary hospitals. In March 2023, it announced the intention to pursue two separate IPOs. • Designed a turnaround plan and new growth algorithm, leveraging revenue management and KPIs optimization to double revenue in 5 years. • Developed a roadmap to reduce overhead costs by ~25%, addressing central overhead and hospital footprint costs. • Identified over $30 M Capex management opportunities by reviewing and prioritizing business cases and strategic fit.

Led the Finance and strategy area for Global DTC, with a Net Revenue of $1.8B. Reported to the Chief DTC Officer and Global CFO. • Validated the strategic intent, opportunity size, and return on invested capital (ROIC) of DTC’s main businesses with ABI’s CEO and board. • Designed, rolled out, and coordinated ABI’s DTC strategy, working with 20+ ventures. Identified operational efficiencies to reach accretive profitability with e-commerce while growing revenues by 30% CAGR over three years. • Restructured the proprietary on-trade business from negative EBITDA to break even without compromising Net Promoter Score (NPS).

CFO for the Latin America South Zone, with a Net Revenue of $3.5B and EBITDA of $1.5B. Reported to the Zone CEO and Global CFO. • Completed M&A transactions for more than $500M, minimizing anti-trust authorities’ remedies and without business disruptions. • Reengineered business unit strategies, repositioning high-margin SKUs by reinvesting non-working overhead cost savings (OHC), fully offsetting inflation, applying Zero Based Budgeting and back-office centralization to segments with the highest expected growth and margin. • Overdelivered in Cash Flow targets by reaching Working Capital as % revenues of -7.8% and optimizing tax planning by +5% of the prior year.

CFO for Russia and Ukraine, with a Net Revenue of $1.6B and an EBITDA of $250M. Reported to the Zone CEO and Global CFO. • Reorganized the Russian business after a 200% tax increase, reducing OHC % EBITDA from 90% to 65% over three years, restructuring the company to compete in the premium segment. This strategy proved to be the right one as it paved the way for market leadership. • Recognized as the number one region for ABI in terms of OHC savings, right-sized the supply and distribution footprint, and accelerated the back-office centralization, delivering -7% OHC growth year over year. • Materially improved Cash Flow generation by reaching Working Capital as % revenues of -15%, capturing $50M in divestments and risk management, and raising hedges from 40% to 60% of the Cost of Goods Sold.

New York, USA (2009-2010) & Leuven, Belgium (2007–2009). Reported to the Global Treasury VP. • Managed $4.5B defined benefit and $3B defined contribution assets in the USA, Canada, Brazil, UK, Netherlands, and Belgium. • Designed and implemented the global pension strategy, resulting in EBITDA savings and Cash Flow deferrals of more than $300M. • Handled Stakeholders’ presentations: Rating Agencies, Trustee Boards, Audit and Finance Committee of the ABI’s Board of Directors.

• Raised and structured $100M of long-term financing to support M&A and green-field operations. • Developed active relationships with financial institutions, government, local partners, and the beverage industry association.

• Selected for a highly competitive training program, which included a rotational program across Sales, Marketing, Logistics, and Finance.