Paula Montserrat

Head of Projects and Profitability of most the important trade marketing agency in Brazil, lead people in implementing projects of great impact for the company and its clients, reviewed processes and implemented a new software for the company, and provided material support to other areas in conducting business.

Responsibilities:

• Implementation of the project management department PMO at the company leading a team with 7 direct and 20+ indirect reports;
• Project team management with more than 200 projects/month (short and long term);
• Management of daily tasks da equipe de projetos; kick-off, definition of project objectives, data collection, task scheduling, risk management, cost management, project budget and resources, and coordination of full project documentation incluindo third parties/vendors;
• Responsible for monthly closing, budget monitoring and presentation of evolution of result to the company's board of directors;
• Client facing and management of high impact projects for client agencies such as Ambev and Mondelez;
• Creation of control dashboards (cock-pit) to monitor evolution of projects and results, respond to demands more quickly and mitigate risks in Squads;
• Review and mapping of the company processes, resulting in development of a system adaptable to the company business, creating agile workflow and standardized processes;
• Responsible for architecture of briefing, task distribution, kickoff, budget, purchase order modules; PCP and quality using framework applying agile practices, such as SCRUM and Kanban, implementation and training;
• CRM deployment to analyze data and performance of your sales team;

Main results of the development of the new software and integration with the others systems in a single platform:

• Reduction from 3 days to 1 hour in closing activities;
• Revenue increase by 15%:
• Budget control eliminating discrepancies between budgets vs real;
• Consistent control of third-party suppliers and services;
• Control of allocated expenses, avoiding loss of profitability and timesheet;
• Closing of project avoiding launch of undue expenses.

Head of economic planning area of the company responsible for operation of line 4 of São Paulo subway (yellow line).

Responsibilities:

• Control of ~R$ 250MM of budget/year, preparing medium and long term projections;
• Budget management (actual vs budgeted), working on quantitative and qualitative deviations with other Heads of the company, defining, together, actions for quick corrections;
• Monitoring Financial Project with the Interamerican Development Bank, and the respective due diligence procedures;
• Economic feasibility and investment studies regarding purchase of 15 trains and systems for Phase II of the project;
• Coordination of internal audit processes;
• Creation of Dashboards (cock-pit) to monitor evolution of main indicators of the company.

Controller of Latin America Galleries Business Unit, managing ~U$50MM/year of budget, reporting results and trends to head office in Germany.

Responsibilities:

• Preparation of strategic planning, economic-financial budget including investment plan for the Operations department;
• Monthly closing of results, budget monitoring with quarterly updates and reports with strategic and operational recommendations;
• Preparation of executive presentations on results for Brazil and the head-office in Germany;
• Analysis of direct and indirect materials, tax benefits together with the procurement department to develop alternatives for cost reduction projects;
• Participation in the SAP project, implementing updates to CO and MM modules.

Member of the Planning team at the plant in Aratú - Bahia, responsible for managing the unit's budgets, developing controls to monitor costs such as: raw material, operational and human resources (payroll) costs.

Responsibilities:

• Preparation and management of cost indicators, acting on quantitative and qualitative deviations;
• Monitoring of commercial performance, quarterly reviewing financial plan in line with the guidance of the company's leadership;
• Participation in the team created to reduce factory costs and maximize factory plant (business migration from India to Brazil);
• Development of management reports and presentations, presenting result weekly for direct management.