Manager Financial

LEONARDO LANA

Belo Horizonte MG Brazil

Phone: +55-31-9-979*-**** e-mail: adgvpv@r.postjobfree.com

FINANCIAL STRATEGIC PLANNING EXECUTIVE

** ***** ** ********** ** Brazil and Latin America in the mining, steel, and technology segments with a solid career in Business Management, Financial & Strategic Planning, Controllership, Corporate Governance, Accounting, Investor Relations, and in Financial Markets in highly regarded multinational companies. QUALIFICATIONS SUMMARY

Broad business acumen, leading the Financial, Controllership, and Financial & Strategic Planning departments along with the support functions (Supply Chain, IT, Quality, and Legal).

Focus on performance management, leadership and development of high-performance teams.

Extensive experience in Financial & Strategic Planning, Business Performance and Controllership.

Experience working in a cumulative/interim position as the CEO.

Integration between Finance and other business areas (Operations, Projects, Administrative/Backoffice), ensuring the financial result through performance of production, sales, costs and investment.

Management of Capex/Investment and Risk Management.

Economic profitability and feasibility analysis, return on Investment, with an active role in M&A s and spin-offs processes.

Solid experience defining, building, analyzing and monitoring budget, forecast, financial statements, cash flow and P&L.

Definition and implementation of FX exposure strategies / hedge.

Natural experience on implementing ERP systems such as SAP/BW, BPC, JD Edwards, Oracle, Epicor and Microsiga.

Strategic vision coupled with project planning and execution, while being result and innovation oriented. EDUCATION AND LANGUAGE SKILLS

• Post-graduated in Finances & Business - Dom Cabral Foundation [FDC] - 2006

• Post-graduated in IT - Software Engineering - UFMG - 2002

• Graduated in Accounting - UFMG - 2000

• Graduated in Computer Science - PUC/MG - 1997

• Fluent English, Advanced Spanish

PROFESSIONAL EXPERIENCE

FLSMIDTH Nov/2017 to Feb/2020

Danish multinational company with operations in the product and service engineering segments for cement and mining industries. FLSmidth acquired Sandvik's Mining Systems business globally in Nov/2017. Regional SAMER Finance Business Partner - Minerals & Cement Reported to the LATAM Financial Director / CFO

• Was responsible for improving the performance of the EPC projects, working closely with the Project, Supply Chain, Commercial and Proposal leaders.

• Led the strategic planning to strengthen the product portfolio, its technologies and know-how in the South American market.

• Was a LATAM Regional Leader as Finance Business Partner for the Cement and Mining industries.

• Spearheaded the startup and later expansion of the new FLSmidth office in Belo Horizonte in accordance with the global strategy.

• Managed the controllership and reporting processes, gaining expertise in the POC revenue recognition method.

• Prepared and executed the annual budget and rolling forecast reviews.

• Set up the corporation’s financial and administrative processes in order to meet the needs of the new business acquired. Main Results:

• Led and negotiated a new Special Tax Regime in Minas Gerais, to support operations and customers.

• Built a strong network in the mining segment, providing support for several business negotiations and development of new markets/customers.

SANDVIK MINING SYSTEMS Sep/2014 to Nov/2017

Swedish multinational company with more than 40,000 employees working in the product engineering and services segments for the mining and construction industries.

LATAM Business Controller

Reported to the Sandvik Global Business Controller.

• Responsible for improving the performance of the EPC projects (specifically “S11D Sandvik”), working closely with the Project, Supply Chain, Commercial and Proposal Managers.

• Active management to improve the financial KPIs, promoting greater responsibility to Project Managers to deliver the stretch targets.

• Managed risks and claims related to projects’ portfolio/backlog.

• Managed external and internal audits, internal controls, ensuring compliance to the procedures and processes.

• Cascade down a cost-effective SG&A culture.

• Key role in strengthening the relation between the Latin America region and the headquarters located in Sweden and Austria.

• Restructured and consolidated the Sandvik Mining System offices in Latin America by actively participating in the merger of the offices of São Paulo and Santiago (Chile) to the Belo Horizonte office.

• Led the Business Planning, Budget and Reporting processes.

• Responsible for ensuring compliance to corporate policies, rules and guidelines (Sweden/Austria).

• Analyzed and mitigated the risks of projects, seeking opportunities/partnership with suppliers and customers.

• Acted as the interim Regional VP, leading multidisciplinary teams in South America (R$ 1.5 billion revenue), particularly in Brazil and Peru and subsidiarily in Chile.

• Led the divestment process (M&A) in the region, supporting the head office and potential buyers during the negotiation period for selling the business (2 years).

• Internal controls enhancement and procedure improvements through execution of internal audits. Led the organizational restructuring, reserves/contingencies management, ensuring the stability of the operational margin during the project life.

• Served as the Statutory Director in two entities: Sandvik Misys Ltda and Sandvik Conv Ltda (Divestment related companies). Main Results:

• Handover of the financial activities / transition between Sao Paulo and Belo Horizonte in a sustainable and efficient manner with a rapid definition of brand-new work team.

• Successfully managed the process to collect outstanding debts from customers - in a specific project, enhancing the cash position with approximately R$ 20 million.

• Defined a foreign exchange protection strategy (hedge) resulting in a positive effect of R$ 42 million in 2015.

• Coordinated the Legal department during the company’s divestment phase, defining strategies to defend labor, civil and tax court cases totaling approximately R$ 200 million, contributing to improve the success rate on all legal cases as well as to reach advantageous legal settlements.

• Led a financial turnaround, taking the company from a negative result of R$ 100,000 per year and a negative margin of 20%, to a positive margin of 15%, in line with the budget of the project portfolio for 3 consecutive years. KINROSS BRASIL In 2 two seasons: Mar/2008 to Mar/2012 and Nov/2013 to Sep/2014 The largest gold mining company in Brazil with more than 1,200 employees and privately held by the Kinross Canadian group. Economic-Financial Planning Manager Mar/2008 to Mar/2012 (1st season) Strategic Planning Manager Mar/2011 to Mar/2012 (cumulative) (1st season) Economic-Financial Planning Manager Nov/2013 to Sep/2014 (2nd season) Reported to the VP GM in Brazil and the Regional CFO in Chile.

• Led Brazil's Strategic Business Plan (SBP), which was the group's main executive management tool.

• Spearheaded the BSC/4-Point Plan.

• Contributed to the continuous increase in business value, challenging the organization’s departments in their search for sustainable growth case projects.

• Made economic and financial analysis of investment projects including economic feasibility studies and PIR analysis.

• Headed the Financial Planning cycle: LoM Plan, 5Y Budget, 2Y Budget, 1Y Budget, and Rolling Forecast.

• Managed organizational Risks/Opportunities.

• Led the Business Performance Management (BPM) program.

• Defined and cascaded down the targets by department (STI) in accordance with the global strategies.

• Managed the Investment/CAPEX by setting up the Capital Committee (local, regional and corporate) for project approvals.

• Managed the Quality Control and Continuous Improvement (CI) departments.

• Implemented the XEXAS SW solution, an Australian financial planning tool software for mining companies. Main Results:

• Led the Kinross SBP in Brazil, gaining international recognition from the group as the best SBP in the organization for several years in a row as well as being the cradle and bringing to maturity important investment projects that maximized operational performance (production/margin) over the years. Contributed to reduce the production specific costs from approximately U$800/oz to U$600/oz, as well as to increase the gold production from ~400k oz/year to ~600k oz/year.

• Developed work in partnership with all business departments to better understand their challenges and to foster opportunities enabling potential projects for organizational growth through broader SBP role. Better management of medium and long-term risks, prioritizing and directing efforts towards real objectives and strategic steps.

• Consolidated and integrated the departments of Financial Planning and Strategic Planning, becoming a recognized high- performance team and result driven. Reached record of Continuous Improvement (CI) projects in the first year. ESAB (Colfax Group) Mar/2012 to Nov/2013

A leading local and global company in the steel welding segment working with both the engineering and manufacturing of cutting and welding equipment and machines as well as with their consumables (electrodes, fluxes, tubular wires) with production presence in South America through 4 industrial plants in Brazil and 2 in Argentina.

Regional FP&A Manager - LATAM

Reported to the Americas CFO.

• Led the regional financial consolidation (SAP/BPC) of 9 companies, being 5 in Brazil, 2 in Argentina, 1 in Chile and 1 in Panama.

• Financial Planning Leadership: Business Plan, Budget and Forecast.

• Prepared the regional financial statements.

• Led the implementation of business performance tools.

• Implemented transfer pricing in intercompany transactions.

• Supported to SOX implementation in ESAB entities in South America.

• M&A: Supported the acquisition process of ESAB operations by Colfax Corp. (former Danaher Corp.). Main Results:

• Improved the performance/results by rolling out performance management tools, such as Root Cause Analysis, 5-Whys, Pareto, Fishbone and FMEA.

• Changed the mindset and accountability of the Financial Planning process, strengthening the Brazil and Argentina regional offices, better understanding their particularities, differences, opportunities and challenges, while achieving a more challenging, effective, consolidated business plan with improved consolidated performance, receiving recognized merit for the result achieved already in the first year/cycle.

• Consolidated a newly acquired entity (Condor Industrial Equipment) into ESAB’s ERP processes and systems, capturing strong synergies and integrating the teams.

ARCELORMITTAL BRASIL Jun/1996 to Mar/2008

A global leader in the steel sector (long steel and flat steel) while also working in the energy (hydroelectric and forestry), mining and distribution/logistics segments.

Finance: Financial Planning Specialist (2005 to 2008) Finance: Corporate Governance and Investor Relations (2004 to 2005) Finance: International Accounting - IFRS (2002 to 2004) IT: IT Project Manager / Business Analyst (1996 to 2002)

• Responsible for the LATAM Flash and Weekly reports, EBITDA, production outlook, and for the performance KPIs.

• Prepared the Performance Management reports (focus on EBITDA) for all the long steel plants in South America (Brazil, Costa Rica, Argentina, Uruguay, Trinidad & Tobago), identifying opportunities, strengths and weaknesses of each unit to facilitate the decision making process related to the long-term investment plan.

• Investor Relations: Responsible for the quarterly and annual disclosures (ITRs, DFPs, IANs) of the company's financial results

(TOP5 B3/Bovespa), having meetings with analysts and market professionals to disclosure and explainthe business performance and economic scenarios for the steel industry.

• Developed best corporate governance practices at Arcelor Brazil holding, a BOVESPA listed company until 2006.

• Responsible for the quarterly benchmarking/comparative results vs. the shares of major players of long and flat steel in Brazil and South America (ArcelorMittal Brasil, CST, BBA, Acindar, Gerdau, Usiminas, CSN, Votorantim, and others).

• Implemented “BPS” Financial Planning / Budget / Forecast in SAP/BW integrated with SAP/R3 at all plants and units of Brazil.

• Led the conversion from local GAAP to IFRS up to 23 companies in Brazil, Uruguay, Argentina and Peru (Magnitude/BPM).

• Info: Annual Revenue: US$ 6 million; Steel production: ~10 M metric tons; EBITDA @ 15% to 30%; 15,000 FTEs. OTHER ACTIVITIES - ACADEMIC EXPERIENCE

University - IEC PUC Minas

Post-graduation Professor - Financial and Capital Markets (2007 to 2009)

- Corporate Finance, Financial Derivatives and Stock Market Milton Campos University

MBA Professor in International Accounting (2012)

Graduation Professor in Accounting and Business Administration (2006 to 2008)

- Corporate Finance, Financial Derivatives and Stock Market Financial and Stock Market course instructor (Operational Strategies - Fundamental and Technical Analysis) More than 40 own courses taught since 2003

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