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Mauricio Magalhaes - G.M. - English

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Mauricio Magalhaes - G.M. - English

  1. 1. MAURICIO MAGALHÃES Brazilian, 52 years old, married, 3 children Av. Cidade Jardim, 3141 – casa 25 – Bosque dos Eucaliptos 12233-002 – São José dos Campos, SP Phones.: (12) 9 8146-1572 cel. / (19) 3295-3813 rec. maumaga64@yahoo.com.br GENERAL MANAGER EDUCATION  Executive Business MBA – FGV, 2001.  Graduate Studies in Organization, Methods and Planning – Univ. Cidade de São Paulo, 1992.  Degree in Accounting – Universidade São Judas Tadeu, 1988.  Participating in several courses and seminars in Brazil and abroad, such as: Lennox Executives Development (USA and Brazil), Mergers & Acquisitions: Kellogg School of Management (USA), Phillips International Max Program (Argentina, Brazil, USA and The Netherlands), several courses involving Leadership, Luvata Training Program (USA) and PQA – Philips Quality Award Auditor.  Fluent English and intermediate Spanish.  Good knowledge of ERP´s BAAN, TOTVS, Microsiga and SAP and tools like Stage Gate, SOX 404, USGAPP, BRGAAP, ISO 9000, ISO TS 16949, ISO 14000, CRM and SBC.  Step + Program: Lennox / Heatcraft tool, combining Lean Manufacturing, Kaizen and 6 Sigma: Yellow Belt and Project Manager in Brazil.  Award: at Swissbras as the best suppliers for Autoliv Americas in 2010.  International business trips: o USA: Luvata, for training and technical visits, from 2011 to 2015. o USA: Heatcraft, for Worldwide Staff Meetings and Stage Gate, technical visits to the Company’s factories, from 1999 to 2008 (5 times a year). o Mexico: Heatcraft, to participate in the project to expand the factory of commercial refrigeration products, from 2003 to 2005. o France: Heatcraft, for Global Sourcing and Worldwide Executive Staff Meeting, from 2005 to 2008. o South America, Heatcraft, to all countries for monthly visits to customers during 8 years. o Europe (Italy, Spain, Germany, England, Czech Republic, France and Slovakia) and Thailand, Heatcraft, 2 times a year to visit suppliers, International Trade Shows and Global Sourcing meetings. o Netherlands and Belgium, Philips, training and meetings with the financial area. MAIN QUALIFICATIONS  5 years coordinating M&A (Merger & Acquisitions) Operations and Luvata’s Start-up, Finnish multinational company in Brazil.  Solid experience in managing Business Units, including Sales, Exports, Customer Service and Relationship Management, Marketing, Strategic Planning, Industrial Operations, Supply Chain, R&D, HR, IT, Controllership, Finance and Administration, with a strategic and corporate vision.  Knowledge on automotive market and corresponding work methodologies: Product Development, APQP, PPAP, ISO-TS, etc.  Managing Operations and Negotiations in South America, identifying opportunities and developing Business Plans to ensure sustainable growth.  Business administration focusing on competitiveness and profitability, maximizing results by improving financial indicators such as: Working Capital Ratio, DSO, DPO and Inventory Turns.  Implementing geographic expansion, new markets and production at low cost sites, short and long term strategic planning, Budgets and Marketing Plan.  Market Intelligence to follow up trends, price levels, market share, sales by regions, etc.
  2. 2. PROFESSIONAL EXPERIENCE Luvata Heat Transfer Solutions (Santa Rita do Sapucaí, MG) Jul / 2011 to Sep / 2016 Finnish International Company manufacturer of industrial and commercial refrigeration products (coolers) General Manager (reporting to the America’s VP in USA)  Start-up coordination: since a general market research and a M&A (Merger & Acquisition) process with 4 targets and the implementation of the Industrial Operations, with total investment of R$ 40 million, 200 employees in 10 years and sales forecast of R$ 150 million in 10 years as well.  Project was put on hold since Luvata was just sold to Modine (worldwide transaction). Results - State Tax Break of 9% on Gross Sales (ICMS VAT Tax, from 12% to 3%). - City Incentive: payment of 50% of the factory building rental fee during 8 years. - Approved local funding of R$ 24 million, corresponding to 60% of the total investment. Swissbras Indústria e Comércio Ltda. (São José dos Campos, SP) Feb / 2010 to Jun / 2011 Brazilian company in the plastic injection segment (technical and appearance parts) for automotive, electrical- electronic, IT, white line, water and electricity smart meters’ segments, revenue of US$ 20 million / year. Main customers: Delphi, Valeo, Bosch, Autoliv, HP, Itron, Latina, Magneti Marelli and Fiat. General Director (reporting to the Shareholders’ Council) Team: Commercial, Finance, Operations, HR and Quality Director and 17 indirect reports.  Negotiating the Organization split-up, acquiring 50% of the Betim plant shares, granting 50% of the Varginha plant shares and purchasing the customer portfolio from a Representation Company.  Implementing the Project Management concept, defining 10 Cost Reduction Projects, highlighting the successful Target Company consolidation (subset manufacturing company) and the Distribution Center.  Implementing 4 Sales Regions in Brazil, generating new business for the company.  Implementing Memphis ERP. Results - R$ 5 million of cost reduction with the “Cost-out” projects. - Increase revenues by 33% in 1 year. - Savings of R$ 1.0 million related to headcount reduction. - Inventories reduction from 90 to 30 days. New Plastic Indústria de Plásticos da Amazônia Ltda. (Manaus, AM) Jan / 2009 to Feb / 2010 Brazilian company in the plastic injection for electro-electronics and air conditioning segments, with revenue of US$ 15 million. Main customers: Semp Toshiba, LG, Samsung and Carrier. General Manager (reporting to the Shareholders’ Council) Team: Commercial Director, Controller, Industrial and Logistics Director, HR Coordinator and 8 indirect reports.  Renegotiating the bank debt as well as with suppliers, extending the average terms from 18 to 48 months.  Implementing Project Management, defining 15 Cost Out Projects, highlighting the consolidation of inbound and outbound logistics of the plant.  Planning and negotiating the sale of the company. Results - Debt profile lengthening from 18 to 48 months. - R$ 4,5 million of cost reduction with the “Cost-out” projects. - Savings of R$ 2.1 million related to headcount reduction. - Inventories reduction from 120 to 30 days. - Reduction in the DSO from 60 to 20 days. - Sales of the company to a Minas Gerais Investment Company (factor of 7,5 X on annual EBTIDA). Heatcraft do Brasil Ltda. (São José dos Campos, SP) Jul / 1999 to Sep / 2008 American multinational in the commercial refrigeration segment, including spare parts to Automotive Segment, with annual revenue of US$ 60 million in Brazil, Lennox International Group.
  3. 3. Main customers: Spheros, Metalfrio, Eletrofrio, Valeo, Frigelar, Ingersoll-Rand, Carrier, Seral, Arneg, De Laval, Danfoss e Bitzer. South America General Manager (reporting to the CEO in USA): 2001 / 2008 Team: 5 direct reports: Commercial, Finance, Operations, Marketing and R&D and HR Director; 15 indirect reports  Responsible for business in 15 countries in South America, generating net sales of US$ 60 million and employing 400 people.  Leading the turnaround and general business reorganization.  Responsible for annual cost reduction projects based on Lean Manufacturing concepts and also by controlling expenses and working capital.  Participating in the product range definition and renewal, using the Stage Gate tool.  Coordinating the introduction of the Lennox Step + Program in Brazil (6 Sigma, Lean, Kaizen, TPM, etc.).  Coordinating a full Market Survey for future acquisitions. Controller (reporting to the General Manager Brazil) 1999 / 2001 Team: 3 direct reports  Coordinating financial activities in Brazil: Budget, Forecast, Taxes, Treasury, Accounting (US-GAAP and BR- GAAP), SOX, etc.  Implementation of the Environmental Control based on the international standards of the Organization and also introduced the Code of Conduct. Results - Revenues increase from R$ 20 to R$ 100 million in 7 years. - Improvement on EBTIDA from 15% negative to 10% positive in 6 years. - Cost-Out and Lean Projects with annual average of cost reduction of R$ 2,5 million. - Renew and duplication of the whole product portfolio in 5 years. - R$ 2,1 million of annual savings from headcount reduction. - Average reduction of 3% in worldwide purchasing costs through the participation in the Global Sourcing Team. - Inventories reduction from 120 to 20 days in 3 years. - Increase on DPO from 45 to 120 days in 3 years. - Reduction on DSO from 90 to 45 days in 3 years. - Graduation of 3 Black Belts and 8 Green Belts in 6 SIGMA. Philips do Brasil Ltda. (São Paulo, SP) Nov / 1984 to Jul / 1999 Finance Manager (reporting to the Controller of South America) 1995 / 1999 Administrative and Financial Supervisor Senior Administrative Assistant  Responsible for the Administration, Accounting and Controllership of the main corporate business division, Consumer Electronics, USGAAP and BRGAAP (including Manaus Tax Free Zone), Budget and Forecast, internal business control, MIS - Management Information System.  Implementation of the ERP’s BAAN IV for products and Triton for spare parts (Service).  Introduction of the SBC (Statement of Business Control), first Internal Control System of the Organization.  Coordination of the GAN (Grupo de Apoio aos Negócios / Business Support Group) focused on special projects: o Sales by Rodobens Consórcio, Sales to Cemig (power distribution company) customers, etc. This sales channel achieved 10% of the total revenue in 5 years. Results - 30% reduction in freight costs through delivery from Manaus direct to large customers located in the South and Southeast regions (Cross-Docking in Guarulhos/SP). - Reduction in the accounting and results closing period from 7 to 1 working day.

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