Ronaldo Alves

Leading origination and development of high-impact transformation opportunities, working directly with CEOs, executive teams, and boards. Expanding scope from execution to origination, structuring value creation agendas across growth, operational efficiency, and performance improvement. Operating at the intersection of strategy, execution, and commercial development.

Executive Director responsible for corporate strategy, marketing, and end-to-end supply chain operations in a $1.5B revenue automotive distribution company, leading 1,000+ employees and 6 distribution centers. Accountable for: • P&L performance and EBITDA expansion • Cost structure optimization • Strategic sourcing and supplier renegotiation • Logistics redesign and working capital improvement • Go-to-market acceleration and commercial performance alignment Partner closely with the Board and executive leadership to define long-term strategic priorities, governance improvements, and scalable growth initiatives.

Active Board Member contributing to strategic direction, capital allocation, governance strengthening, risk management, and long-term value creation. Close partnership with executive leadership to ensure performance alignment and sustainable growth.

Led strategic and operational transformation programs across Brazil, North America, Europe, Asia, and the Middle East, partnering directly with CEOs, executive committees, and boards in complex, performance-critical environments. Accountable for enterprise-wide value creation initiatives, delivering: • Sustainable EBITDA expansion and cost transformation programs • Performance management system design (KPIs, governance cadence, incentive alignment) • Operating model redesign and organizational restructuring • Revenue acceleration and go-to-market optimization • Working capital and cash flow improvement Industry exposure included Oil & Gas, Food Industry, Pharmaceutical Retail, Transportation & Logistics, and Industrial sectors. Embedded performance culture and governance discipline while connecting long-term strategy to execution.

Led performance management initiatives within an industrial manufacturing environment, supporting executive leadership in strengthening operational discipline and financial visibility. Aligned operational targets with corporate strategy, improving KPI governance and cross-functional execution across production and supply chain. Key Contributions: • Implemented structured performance tracking routines • Enhanced cost visibility and productivity monitoring • Supported margin improvement and execution alignment initiatives Early exposure to enterprise-level performance systems, reinforcing a foundation in operational rigor and financial discipline.

Delivered operational and performance improvement projects across industrial, retail, healthcare, logistics, construction, and food sectors, supporting senior leadership in cost discipline and execution rigor. Partnered with executive teams to diagnose performance gaps, structure KPI governance systems, and implement measurable action plans focused on margin improvement and operational efficiency. Key Contributions: • Implemented Management by Objectives (MBO) and performance governance routines • Supported cost reduction and margin improvement initiatives • Contributed to operating model adjustments and execution discipline • Developed performance dashboards and structured management routines Built a strong foundation in financial discipline, structured problem-solving, and performance systems — forming the basis for subsequent transformation leadership roles.

To identify cost gaps, and prioritize and attack them with goals and specific action plans. Also, to identify and disseminate best practices and effective cost control in logistics processes.