Ronny Taterka

• I lead the Administrative-Financial management of the Holding (Rentank Embalagens in Jaguariúna-SP/ MacroGalpãos in Porto Feliz-SP/Tiger Rentank as a Brazilian multinational in Macaé-RJ), structuring the implementation of the strategies/processes of the Supplies, Controllership, HR/PD operations, IT, Finance, and Legal support (management of contracts/general legal conduct of the company), development/execution of the budget plan, creating/revising norms and policies for better leadership of Corporate Governance, and zealing for the management of financial resources, accounting, fiscal, budgetary, tax, cash flow and operation of fixed assets (building facilities, licenses, maintenance, insurance, fleet, partnerships); • I offer technical advice to the Executive Board (CEO, Unit Directors, Council, and Stakeholders), preparing reports with monthly/quarterly/annual results with an excellent evaluation of the information/data in the reports/Dashboards; and conduct the implementation/management of the SSC as an Outsourcing project in support of business/areas.

• Implemented a sustainable Corporate Governance model for all the office's business units (Strategic/Labor B2B and Digital "LawTech", B2C Consumer), structuring the Thematic Committees (People, Governance, Innovation, Finance, Commercial, Privacy/Information Security), operating in a “member-scope-deliberation” according to the practices of the IBCG-Instituto Brasileiro de Governança Corporativa (Brazilian Institute of Corporate Governance), which proved to be effective in decentralizing decisions and clarifying the numbers to employees/involved parts in terms of the business; I made improvements in BackOffice Operations with the construction of the responsibilities matrix for better synergy/deliverables and process review, action plan to eliminate bottlenecks and align the KPIs that were connected to the dashboards via Power BI for quick access to all; implemented the Squad model with the Finance/IT team to improve the Accounting and Management Closing, which defined the diagnosis of bottlenecks in Invoicing/Conciliation/Accounts Receivable that, when receiving the RPA automation tools for batch invoicing, feed back information into the customer portal, and billing panel for automatic sending of reminders before/after the security expires), which guaranteed the correct accounting by cost center, and the closing period in 5 days, as well as establishing Pricing Models through man-hour calculation templates in Excel, for the correct functioning of the Services Portfolio, which before used to take hours, now the proposal is made/sent in minutes; I defined the Corporate Goals by setting up communication forums with managers/employees, and managed 7 people (managers/coordinators); == It continues on the resume ==

• Responsible for the Financial Structure - FP&A, Treasury, Collection, Accounting, Purchasing, Legal, of the South/Southeast/Midwest Commercial Units), managing revenue of R$ 500 MM/year and 1,500 employees, being 78 people in the area (8 managers/coordinators and 70 indirect); monthly reporting with the Geneva-based World CFO for data presentation to shareholders/investment funds, and when carrying out the assessment with the external auditors (PwC) and managing the CPA-control of Cost per Acquisition through a more detailed model, the results were: revision of the stock policy and new criteria for negotiations with acquirers, improvement in the predictability of CPA per unit with criteria for provision of contingencies adhering to the business, change of logistics provider for more agility in deliveries; reduction in OPEX, improvement in the 2019 EBITDA margin.

• Managed the Brazil Financial Structure, building the operational strategies of the FP&A, Treasury, Billing, Accounting, HR, Purchasing, IT and Legal areas with focus on “business: electronic/information security, fire protection and vehicle tracking - volumes on order of 150 projects/revenue BRL 80MM/year and 300 employees", where I carried out the assessment together with the corporate tax team; the opportunity for tax credit and ICMS exclusion feature in the PIS/COFINS calculation base was identified, which resulted in an injunction in favor of the company, implemented best practices in handling financial-economic data/numbers according to the IFRS accounting rules, guided financial modeling for high-profit projects, and revised management policies in Brazil for more deliverables, corrected macro/micro analysis of expenses vs. revenue recognition, which together ensured reliable business information and improved the level of reporting to the COF (Group Financial Committee), as well as impacting the EBITDA margin by 170% (with R$2MM referring to the PIS/COFINS credit), and with a positive net result; • Led the Due Diligence Operation in the corporate merger "TIS Brasil and Vivo", building financial guarantees/conditions and policies/criteria in the negotiations on the post-merger governance model, commercial operation together with the CEO of TIS/Executives of Vivo that generated the detail of the sales funnel with the expectation of closing proposals and which reflected in the fiscal synergy (TIS arrived with accumulated losses from previous years of R$ 10MM); I also ensured the flow of imports of electronic security materials with American suppliers/Chinese companies that offered TIS+Vivo in a more competitive way (50% growth in 2018 revenue), and also aligned the interests of Stakeholders

• Managed the FP&A Operations, leading the 26 professionals (5 direct) allocated in Chile, Mexico, Brazil, and Spain, validating the economic-financial results reported at the accounting closing, other market data that carried out the correct accounting of revenue/expenses/investments in accordance with IFRS international accounting standards; I executed the strategic budget planning, as well as its control with financial analysis from macro to micro detail, in order to identify deviations and outline plans to adapt to the goals; I also offered a consultative action aimed at supporting Country Managers/CEO to maintain Corporate Management controls and turnaround of the company, which went from loss with an EBITDA margin of -15% in 2013 to an EBITDA margin of +13% in 2014 and +19% in 2015; I also ensured the strategic/financial operation of the “Novo Portal Terra”, putting into effect the physical/financial plan for duplicating the “new formats of online advertising” business with IT, and after executing the plan with austerity, I won a Low cost operation (from 3,000 to 500 people at LatAm level);

• Restructured the Financial Planning area "Hispanic countries with 15 people", building consolidation rules/criteria/monthly reporting that focused on the diagnosis of local/corporate operations; when implementing the Hyperion System Essbase, I defined the physical structure for the countries of operational complexity, schedule of recurring meetings with Country Managers/COO/CFO to present KPIs easily comparable between operations, which raised the level of the company's commercial and financial management; I also managed to redesign the Product Map by country/cost center through a new financial data structure; • Coordinated the governance process for OPEX/CAPEX Investments, organizing the committee for project approvals and definition of KPIs validated in the Budget, which made the accuracy effective, generated many opportunities to replicate ideas from one country to another, increased profitability since the same product/service was sold in more countries (case of Pocket shows by famous bands broadcast on all portals);