LUCIANO BIANCHI

• Define a clear vision, goals, and strategy for the Brands.
• Drove strategic improvements to enhance operational and organizational efficiencies.
• Directed design and executed business transformation initiatives to drive performance, profit optimization and growth opportunities.
• Lead a team on the implementation of initiatives to revamp the “Dollar” brand (focus on revenue increase, including ancillary products and better profitability, as well as customer satisfaction):

YoY revenue increased by 12% (from $0.9Billions to $1Billiion)

Margin increased by 58% (from 12% to 19%)

Net promote score increased by 25%

• Led analyzes, using revenue projection data to open, close and renegotiate locations, especially off airports (Hotel and standalone).
• Partnered with Product and Technology team to drive process improvements focused on innovation and continued business diversification models designed to improve financial outcomes, customer experience and drive growth:

Re-launch new web-site partner with Hopper (change mix of revenue channel and reduce the acquisition cost)

Improve customer pick-up process by implementing a touchless experience using mobile technology as well as implement kiosks at main airports.

• Lead annual business planning and operational efficiencies by determining and tracking key business metrics through the year and running financial processes.
• Partner with Data & Analytics team to integrate data from multiple sources to generate a holistic view of performance and to have meaningful insights and recommendations to help solve the company’s most challenging problems.
• Develop and execute organization-wide Objectives and Key Results (OKRs) and measurement mechanisms.
• Support core operational teams in all aspects of strategic planning, headcount management, and optimization of resources.
• Monitors industry "best practices", develops and implements operational and services enhancements as required by changing environments, technological advances and appropriate service and delivery strategies.
• Support long-range and strategic planning process.
• Develop potential partners for M&A, Joint Venture or product partnership.
• Tackle specific business opportunities where appropriate. Focus on identifying the right initiatives, with EBITDA and target setting a downstream process from planning.
• Prepare and execute presentations to the board and CEO.

• Set clear departmental objectives and developed effective strategies to achieve targeted goals.
• Act as a financial business partner to department leaders (VP and CEO) to analyze operational results and propose ideas to drive business improvement.
• Lead the preparation and analyze of the region budget, forecast and long range plan.
• Monitored budget and revenue trends, compiling reports for company leadership to inform decision-making.
• Analyzed financial statements against plan to prepare high-level variance analysis.
• Execute the financial monthly closing for the region (accuracy).
• Attended regular team meetings, presenting the financial operating results of the business unit.
• Lead implementation on new process to increase productivity, better allocating the company resources (human and capital).
• Evaluate ROI (investment and cost benefits) associated continuous improvement initiatives and productivity increase.
• Capital allocation analyzes, including IRR, MIRR, net present value, terminal value, payback period.
• Conduct internal audit of zone.
• Work with workforce manager to determine the staff level by location and hour.
• Support in the Union negotiation.
• Implement and drive simplification initiatives and continuous improvement projects in the operations finance environment.
• Provide departmental spend reporting and analyses to managers and work with cross functional leadership and teams on a day-to-day basis to understand cost drivers and implement cost controls.
• Prepare a profitability analyzes by sales channel to increase margin and efficiency at the region.
• Be a leader in determining and supporting managing our operation’s internal and external. Work cross functionally to understand near and long-term demand needs.
• Assisted with recruiting, interviewing and hiring new department employees.
• Enhanced internal control systems and procedures to mitigate risk and support opportunities.
• Analyzed financial data regarding product performance and customer performance and developed reports for key stakeholders.
• Increase the locations footprint, based on information received from the partners to better serve the customers (drivers) and maintain a heath P&L by each location (revenue and profitability)

• Establish and implement the strategy for the Localiza partnership.
• Spearheaded cross-functional initiatives across departments to achieve business goals for bottom-line profits.
• Project Management and Process Transformation
• Responsible for the IMO - integration between Localiza and Hertz (after divestiture of Brazil operation).
• Developed and implemented new strategies and policies to establish long-term business objectives and provide strong and sustainable organizational leadership.
• Develop innovative solutions to meet customer/business needs.
• Guarantee that the process between the companies is working fine, it includes, reservations, operation, accounting, and payments.
• Develop and strategy with travel agencies and partners to grow outbound traffic and revenue from Latin America to United States.
• Work with mobility (UBER) to increase reservations and margin.
• Act as a review member of the customer service, for old and new reservations, helping to solve the issues.
• Guarantee staff performance.

• Reporting to International President. Leading a direct team of 11 people composed by directors and managers (Total employees 695).
• Demonstrated proficient leadership skills to hire, coach and motivate employees and build competent teams.
• Developed and implemented new strategies and policies to establish long-term business objectives and provide strong and sustainable organizational leadership.
• Monitored industry trends, keeping current on latest changes and competition in industry.
• Hired and managed employees to maximize productivity while training staff on best practices and protocols.
• Increased company growth through collaboration with sales, operation and marketing departments.
• Build annual budgets and develop strategies to achieve and exceed financial targets.
• Improve pretax, balance sheet and cash flow.
• Execute and managed Brazil operation divestiture
• Aligned organizational objectives with company mission to increase business growth and integrate work strategies.
• Work in conjunction with all franchises to increase revenue and analyze the market to open new franchises.
• Mitigated regulatory risks by overseeing adherence to insurance and safety regulations.
• Evaluated technology development strategies and prepared alternative approaches to goal achievement.
• Keep good communication with Head Office and C-Suite.

Reporting to Senior Finance VP and leading a team of sixty-two people. Responsible for Planning & Controlling, Accounting, Treasury, Accounts Payable, Accounts Receivable, Billing, Tax, Purchase and Facilities, and support local President.

• Responsible for rebuilt finance organization in Brazil.
• Set clear departmental objectives and developed effective strategies to achieve targeted goals.
• Work close to Corporate Accounting and lead the restatement of the financial information for the period of 2010 to 2013 in local and US principles.
• Lead the annual budgeting and forecasting process, analyzing financial data to provide insights and recommendations for optimizing financial performance.
• Monitored budget and revenue trends, compiling reports for company leadership to inform decision-making.
• Created financial dashboards to provide insights into key performance indicators.
• Supported operations management, sales, and marketing efforts to increase revenue and overall financial health.
• Cash flow control and capital allocation, internal controls and tax credit recover.
• Cost reduction implementation thru new process, efficiency gain and better resource allocation (used data information).
• Implement a robust internal control environment.

• Reporting to the Regional, and leading a team of thirty-five people locally, plus a shared service center located in Costa Rica
• Oversaw FP&A, Accounting, Treasury (capital allocation), Tax, Purchase, Payroll, and Internal Controls.
• Conducted detailed analysis of company financial information and oversaw preparation of related reports.
• Directed budget development, creation of budgetary controls and recordkeeping systems and investment management.
• Develops and promotes region goals and objectives and insures alignment with overall corporate goals and objectives
• Tracked cash flow and financial planning to analyze company's financial strengths and weaknesses and propose strategic directions.
• Develop systems (SAP) for key financial and operating initiatives, as needed, as business growth occurs and matures
• Responsible for restructure the finance team and transfer the transactional activities to the Shared Service in Costa Rica
• Implemented cost reduction initiatives and process improvements to optimize efficiency and productivity.
• Worked closely with audit team to hedge against or mitigate operational risks.

• Reporting to the Mercosul CFO, leading a team of twenty-five people in Brazil and others fifteen out of Brazil (Chile and Argentina). Oversaw the Planning, Controllership, Tax, Accounts Payable and Internal Control
• Also support the business area
• Present monthly, quarterly, and annual operating results with findings and recommendations to internal stakeholders; and prepares health plan budgets and related analysis in conjunction with centralized support areas
• Provide monthly financial reporting of key business initiatives
• Provide analysis and support for developing ideas, programs, and projects
• Responsible for the harmonization process between Brazil, Chile, and Argentina, for in a short period of time transfer all the activities to a Shared Service located in the Mexico City
• Responsible for the design and implementation of new flow for PTP, including new payment terms, receiving goods, invoice process, system, aligning all the locations in Brazil
• Improve cash flow and define relocation of manufacture plant, as well as head office
• M&A analyzes of some plants and companies (product synergy)

• Reporting to the Finance Vice President of the BioScience Division, leading a four-person team. Oversaw the Planning, Controllership, and Internal Control areas, also supporting the business area
• Monitored budget and revenue trends, compiling reports for company leadership, including other Countries to inform decision-making.
• Forecasted trends and recommended improvements based on financial risk analyses.
• Prepared and managed large capital expenditure budgets to effectively handle infrastructure investment and long-term operations.
• Established internal audit procedures to validate and improve accuracy of financial reporting.

• Reporting to the Regional Finance Vice President and the Operation President in Brazil, and, later, to the Finance Director in Brazil, ahead of a 12-individual team. Oversaw the Accounts Receivable, Credit Limits, Accounts Payable, Financial Institution Relations, Legal and Management Cash Flow and interface with the Corporate Treasury and Business area
• Restructured the collection Department, including employee training, implementation of credit limit controls, renegotiation with clients, and development of external partners and integration of the Financial with the Commercial Departments
• There was a reduction from 420 to 70 days of the DSO, and the default rate of new bad debt was reduced to 1.5% of sales
• Renegotiated outstanding loans with financial institutions (banking relationship) and implemented a daily cash flow control and managed to settle loans within three years
• In a short term, the company reached investment level of operations and made unprecedented remittances to the parent company
• Commanded a turn-around plan for which multifunctional teams were created to review and take all necessary decisions
• As a result of that plan, the margin increased from 31% to 45%, and expenses dropped 10% to reach the intended level.

• Reporting to the Regional Finance Vice President and leading a six-person team. Oversaw the Controllership and Internal Control areas
• Conducted an audit in the local Brazil entity books, resulting in a corporate restatement
• Designed and implemented internal controls for the entire company, including implementation of the ERP (JDE, now Oracle) system
• Managed and motivated employees to be productive and engaged in work.
• Reduce deficiencies previously stated by the external audit within one year from 101 to only six deficiencies, and, in the subsequent year, to zero.

• Followed established auditing processes to meet internal and regulatory requirements.
• Analyzed data and findings to prepare reports detailing financial information.
• Communicated with auditee staff to obtain necessary information for audits.
• Performed observations and evaluated supporting documents to supplement audit findings.
• Planned audits and audit activities to allocate necessary resources and determine consistency of plans with audit objectives.
• Planned and executed follow-up audits at appropriate intervals.