Rafael Barreto Alves

Top-level leader providing strategic vision and tactical/strategic direction for procurement function for the local generic business unit (Medley), with significant impact on group targets and local market competitiveness. The role includes entire procurement scope (direct + indirect) with an estimated spend of USD 150MM/year. Key Responsibilities • Strategic Leadership: Lead overall procurement strategy and supplier relationships • Stakeholder Management: Provide strategic stakeholder management across the organization • Cost Optimization: Drive cost analysis and optimization initiatives • Change Management: Lead procurement transformation and change initiatives • People Leadership: Manage and develop procurement teams (2 Category Managers + 1 Specialist) • Value Creation: Foster innovation and drive value creation throughout the organization

Lead the Financial Operations (P2P/Ci2C/Treasury/MDM) fronts in the demands of the local transformation project related to the independency initiative of the generic business unit (Medley).

As Head of P2P Brazil I am responsible to lead the P2P organization for Sanofi Business Services, adapting in a relevant way, the local operations in line with the global SBS operating model. P2P is an end-to-end process organization described as follow: Purchasing operations (PR/PO Management), Vendor Master Data Management, Contract Management, Accounts Payable and Travel & Expenses. Accountable to drive process standardization and implementation of transformation projects for the P2P E2E processes, while ensuring the daily business continuity, delivering best-in-class service and acting as partner with relevant stakeholders to ensure sustainable processes. Key Responsibilities Service Delivery • Accountable for the efficient, high quality and compliant delivery of the E2E processes • Ensure that this E2E service is highly efficient, cost-effective, high quality, achieve strategic KPI´s • Create a culture of cooperation, collaboration and teamwork across P2P team within the countries and ensure a smooth interface & communication • Cultivate operational partnerships • Provide service KPIs and dashboards to measure and improve performance • Define, propose, understand and apply best practices from within SBS or external service organizations • Ensure Compliance and Internal Control/ SOX standards are met. Transformation Management • Manage local P2P global transformation projects • Propose and/or implement continuous improvement initiatives • Identify, address and align necessary innovations and transformation initiatives • Ensure that key P2P projects deliver the expected benefits for the country in terms of efficiency, cost and quality • Support defining and implementing the P2P operating model People Management • Manage Brazil P2P retained team with 4 people and ensure the proper governance with BPO team (~30 people) • Manage managers, define employees’ objectives and ensuring local HR processes are followed • Monitor the performance of the team

Double hatting with my main role as P2P Head I´ve performed, temporarily, the role of global P2P BPO Mgny, which includes the following scope: Strategic Planning and Financial Management: Manage and coordinate the annual, GPS strategic plan. Develop & manage budgets in alignment with broader Business Operations strategy and targets. Performance Tracking and Continuous Improvement: Manage the GPS scorecard, tracking key performance indicators and service level agreements to demonstrate value through innovation, scale, and delivery excellence across GPS; partner with Procurement Excellence and Transformation to track E2E value delivery from Source to Payment. Coordinate GPS and Service-specific business reviews (at minimum quarterly) to ensure tower and individual services are tracking to plan (delivery and value) Regularly assess processes, procedures, tools, and technology integrations. Drive improvements to optimize processes, improve compliance and controls, and enhance cross-functional insights Establish a closed-loop feedback model in collaboration with Procurement to collect and assess opportunities to improve processes and ways of work in-line with industry best practices. Strategic Collaboration and Relationship Mgnt of BPO Provider(s): Oversee existing BPO relationship, serving as point of contact for all business process and service management-related activities. Act as a change leader regarding current outsourced activities and prospective new requirements and opportunities. Ensure a Service Provider governance oversight policy. Maximize value from existing contractual relationships, ensuring fulfilment of all contractual, service performance, and financial obligations by Sanofi and it’s BPO Providers. Reporting and Stakeholder Mgnt: Support periodic Business Operations and specific reporting needs. Support the deployment of a consistent stakeholder management and business partnering strategy across GPS in-line with Business Partnering strategy.

As part of the protocol team at Roland Garros venue, my main responsibilities included: - Ensuring that any important information was passed on and dealing with any requests made by the Olympic Family at the dedicated support points; - Checking the accreditation level of people wishing to enter the areas reserved for this group and directing accredited people to their seats; - Organizing the flow of guests and ensuring that the queues to access the area reserved for this group ran smoothly; - Assisting the general public with questions about the facilities and access to the designated seats; - Ensuring that the public had the best possible experience; - Assisting with medal ceremonies, if necessary.

• Management of the Procure to Pay (P2P) service chain (Accounts payable, Payments, Invoice processing, Auditing, Procurement, Service Desk and Travel & Expenses), management of 80 people (2 managers, team leaders, analysts, administrative assistants and third parties), processing 25.000 documents/month and co-responsible in financial/personal management/KPI’s and new projects at the service of the client Dow Chemical Latin America; • Personnel management in the hiring, dismissal, overtime approval, training, feedback, maintaining awareness of service levels, contracted plans and prospects; • Responsible for commercial interaction (customer relationship) in the delivery of the SLA’s according to contract, preventive/corrective action plans and strategy to eliminate problems and identify opportunities of improvements; Projects and highlights: • PaOT - Payment on time: increase in SLA of payments on time (before 65% current 90%) with new procedures and root cause analysis; • RTV (Return to Vendor) - implementation of SAP functionality to all LATAM region • Electronic invoice for Colombia: with new tax legislation in this country the issuance of e-invoice became mandatory with tax validation of 3 businesses days before invoice processing (200 on average). After job rotation/hiring/training for 18 resources, the new process began on Dec, 1st, 2018 and was stabilized without relevant issues; • Operational Standardization: implementation of training with measurement to the new/current employees in the modus operandis of the process according to global standard, aiming at technical update, achievement of goals and quality of service.

•Responsible for the operation for Syngenta Brazil client managing P2P (Accounts payable, Service desk, Procurement desk, CRM, GRIR, Invoice processing, Reconciliation and Taxes), management of 65 people, volume of 20.000 documents/month, Budget ~ BRL 6 MM/year and co-responsible in the financial/personnel administration/KPI’s/P&L and contracts; •Participation in projects such as SAP Foundation, VIM Analytics, Easy Procure, VenPro and Concur shared with the client, offering operational support during testing phase (UAT) and hypershare periods; •Transition from Syngenta operational center to Capgemini SSC (fit-gap, mapping, documentation and DTPs) •6 Sigma (Green Belt/Black Belt) projects to increase productivity, reduce FTE-full time equivalent, implement RPA’s/process automations, using DMAIC and ESOAR’s methodologies; •Transfer of Invoice Processing from Capgemini Brazil to Capgemini Bangalore (handover, shared management and governance); •Implementation of the Global Process Model in P2P activities in SSC Brazil to reduce 50% of local exceptions and ↑ adherence to global process model; •Management of contracts (review of the current ones and increase with new ones) to increase the profit margin (CM) from 13% to 35%, reduction of variable costs, increase of productivity, revision of the grade mix (pyramid) of the operation, balance of levels of professionals in a leaner structure, increase of profitability, recalculation of efficiency rates for the main activities, being the numbers: sales of + BRL 1 million in 2018 and exceeding the target of EUR 226.000 for continuous improvement (10% higher); •Potential saving of EUR 100.000/year through a 6 Sigma Black Belt project creating the Available Time Tool (ATT) whose result could reduce overtime costs and increase productivity; •Capgemini Global Enterprise Model (GEM) methodology trainer during 2 years with +80 hours of training for + 120 professionals;

• Administrative and financial management: HR, Finance, Procument, Facilities and Customer Service - management of 60 people, with the following results: 1) increase in customer satisfaction from 66% to 81% in 6 months of support/direct customer contact ; 2) implementation of new flow for request of reimbursement establishing daily routine of review of the requests (in 3 months the average time for reimbursement decreased from 11.3 to 2.4 days); 3) increased productivity report from 58% to 96% in 1 month with training actions and 4) new controls of the bone graft surgery schedules (previously performed in 58 days being cleared in 3 months).

• Coordination of reimbursement audit (T&E) and Help Desk processes for IBM Spanish South America (SSA) and Brazil, managing 65 people with the following achievements: 1) Consolidated SLA ↑ 99% accuracy target, active collaboration in corporate auditing and receiving 3 Awards of Excellence in providing customer support.

BOSCH - Operador Multifuncional I e II / Auxiliar de Produção (2000-2006) NET - Estagiário de Suporte Técnico (1999)