GINO DUÒ

Rua DIOGO JACOME, *** – ***** *** São Paulo, SP +55-11-982****** / +55-11-236***** acry0u@r.postjobfree.com

INTERNATIONAL BUSINESS MANAGER

A specialist in driving growth, expansion and diversification for small and medium size companies

Forward-thinking, analytical business development, strategist with very good record of driving high-impact, cross-industry business success and achieving maximum profitability. Respected business builder, consultant and visionary with the ability to develop well-conceived marketing, budgeting and sales strategies that produce notable impacts. Exceptionally versed in a variety of markets including textile, fashion, industrial, chemical, aviation and automotive. Demonstrated expertise in starting up new business ventures, M&A, joint ventures as well as implementing effective turnaround strategies.

Fluent in written and verbal English, French and Portuguese. Italian mother tongue.

Business Strategy

Management Consulting

Negotiation

Business Planning

Leadership

Management

New Business Development

Luxury Goods

Marketing Strategy

P R O F E S S I O N A L E X P E R I E N C E

G.M.T.Consulting, São Paulo, Brazil 2008-Present

“Boutique” consultant firm, with 8 years of experience in Retail Development and Business Management. Defines, formats, implements and monitors new operation of international companies in the Brazilian market. Specialize in the luxury business.

Senior Consultant

Currently consulting for Armani Home in collaboration with their partner in Brazil.

Key Accomplishments

•Chief strategist in charge of developing and managing international Brands portfolios for top-flight companies. Helps the clients to make a good valuation before deciding to invest or not to establish a local Branch in the Brazilian Market. Among these we can mention important International Brands such Tommy Hilfiger in USA, Missoni in Italy, DKNY in USA, Benetton in Italy, Saint Laurent in France, Zadig & Voltaire in France, Versace in Italy, Cavalli in Italy and Cassina-Poltrona Frau (Luxury Furniture) in Italy.

•Helped the clients to develop their business in Brazil: Strategy entry definition, Business Plan elaboration, Stores locations selection, sales teams search, selection, hiring and training, etc. Among the Brand that we helped to open their Business in Brazil, we can mention: Versace (eight stores), Cassina and Poltrona Fran (one show Room), Missoni (one Store), Armani Casa (one show Room), Missoni Home (3 stores).

Daslu, São Paulo, Brazil 2006-2008

Founded in 1958 as a small unique boutique, but exclusive fashion department store, this boutique grew to a business turning over US $140 million annually. The Daslu Empire carries fashion women’s, men’s and children’s items; as well as décor and high- luxury items such as jewelry, watches, cosmetics, food & drinks and gifts, with brands like Louis Vuitton, Chanel, Dior, Valentino, Armani, Prada, Gucci, Jimmy Choo, Manolo Blahnik, Rolex, etc.

Chief Operating Officer (CEO)

•Effectively recovered turnover loss from previous years, reduced fixed costs and successfully rented the Daslu SBU “Shopping Centre”. Delivered process improvement initiatives that addressed operational problems.

Key Accomplishment

•Increasing the turnover in the first year of 75%, reaching 140 million USD.

•Introduced professional vision of the different SBU.

•Increase of 50% of “Daslu Man” sales in 12 months.

•Reduced administrative and legal costs.

•Restructured the commercial team to reduce costs and increase the service level.

•Initiated the multi-Brand sales which included 15 stores in Brazil in the first year.

•Organized the opening of 4 owned stores in Shopping Centers.

Votorantim Cimentos, Brazil 2004-2006

Leading cement manufacturer with annual sales of more of US $4 billion. Part of the Votorantim Group, one of the largest business conglomerates in Latin America, with operations in manufacturing, financial services and new ventures.

GINO DUÒ, PAGE 2

P R O F E S S I O N A L E X P E R I E N C E (C O N T . )

General Manager/Project Manager

Brought on to manage the acquisition transition and new managers’ values while strengthening the strategic values in the Commercial and Logistic team. Introduced a new vision of the business by training the commercial and logistic teams in the B2B logic.

Key Accomplishments

•Successfully increased sales by 18 %

•Achieved 30% EBITDA, 50% above goal.

•Consolidated leader position with 32% of market share.

•Increased average price by about 12%, even with the Real re-valuation of 40%.

•Ensured the Commercial and Logistic team’s motivation and customer satisfaction level.

•Developed the business by identifying new products offer conditions.

•Increased the customer base and improved the relationship with Key-Accounts.

•Pioneering experience in lime de-captivation production in steel market.

•Enhanced “waste” products sales team and strategy.

Eleonil, São Paulo, Brazil 1996-2003

Start-up of a new branch in Brazil using tax incentives granted by federal, state and municipality laws, to supply the Americans markets.

CEO

Key Accomplishments

•Negotiated with the governors (RS, PA, CE, RN, PB and PE) to obtain tax reductions and more favorable industrial conditions.

•Developed and implemented business plans, including strategic and financial planning based on working capital, results, cash flow management and sensitive analysis.

•Recruited and trained teams and organized the whole company’s structure.

•Started up operations in February of 2000 with a total investment of US$ 17 million

RADICI Group, Bergamo, Italy 1993-1996

•Italian chemical group leader organized into five Divisions (the most important is the Fibers Division); Annual sales 1,3 billion Euros; owns a Business Unit in São José dos Campos ( SP).

CEO

Key Accomplishments

•Identified the business KPI’s.

•Applied the “scale factor” to cut main costs (electric power and labor).

•Accomplished the acquisition of the major competitor (SPANLON) and created a new production and logistics organization to maximize industrial efficiency.

•Created conditions to win major customers’ credibility to create conditions to “de-captivate” the covered yarns production.

•Investments of about 24 million Euros in a new production capacity and infrastructure.

•Created a new commercial structure and recruited 300 employees.

•Developed pioneering products for new markets in terms of applications, in particular for the most famous European Fashion Brands.

•Increased sales from the initial 7 million Euros to 50 million in 1997.

•Gained about 50% of the “no captive” market share, in particular in the most famous Fashion Brands

•Reduced production costs by about 15%

•Achieved EBITDA target, above 15%.

Previous positions include Consultant at McKinsey & Co. Inc.( Milan and Rome offices) and Advisor with Citibank-Citicorp (Paris office).

HEC- Master Degree in Business Administration, Versailles, France

MBA – Master degree in Business Administration, Bocconi University, Milan, Italy

Degree in Aeronautical Engineering, Naples University, Naples, Italy

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