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. 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. 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.