Corporate & Finance Strategy;
Reorganization, Transformation & Restructuring;
Capital Structure, Corporate Risk management & Capital Allocation Decisions;
Growth Strategy;
Corporate Preparation for Strategic Moves (IPO, M&A);
Value Creation M&A (Sell, Spin-off, Merge);
Value Creation Acquisition Strategy and Settlement (LBO & Others);
Crisis Management & Negotiations;
Entrance in Brazilian Market; *
Expansion in Brazilian Market Assessments (Strategy, Network, Partnerships).*
* Dedicated to international clients.
Corporate finance is a toolbox to create value and makethe world a better place;
Knowledge and experience is never enough;
Creativity is the ability to make knowledge useful;
Time is our most precious asset;
Complex questions demands simple andsophisticated, but never simplistic answers;
Intellectual honesty is always the best service;
Ethics and principles are not negotiable;
We never go to parties we have not been invited to;
Only charge when we honestly believe we have createdvalue for the client;
Unimplemented advice is useless for the client.
REAL WORLD FACTS
ECONOMICS THEORY
FINANCE THEORY
BUSINESS ADMINISTRATION ACADEMICS
CORPORATE FINANCE TECHNIQUES
CORPORATE FINANCE PREMISSES
LEGAL FRAMEWORK IMPACTS
BUSINESS AND CAPITAL VALUE CREATION ARE INTEGRATED
IMPACTS ON CORPORATE AND EQUITY VALUE CREATION ARE TARGETS
IT REQUIRES PERFECT ALIGNEMENT AMONG PARTIES
FABRIMAR S.A.
Sanitary Metals
Advisory Board Coordinator
2015 to 2017
ZAMBONI COMERCIAL
Wholesale
Advisory Board Member
2014 to 2016
EL TEJAR S.A.
Agribusiness
Board Member and Chairman of the Board
2013 to 2015
ESPORTE INTERATIVO
Media, Digital & Sports
Board Member
2012 to 2015
OI S.A.
Telecom
Special Committee Coordinator (Telemar S.A).
2011
NET SERVIÇOS S.A.
Pay-Tv and Telecom
Board Member and Finance Committee
2000 to 2010
SEGURADORA ROMA
Insurance
Board Member and Chairman of the Board
2000 to 2006
C-LEVEL EXECUTIVE
GLOBO GROUP
Special Projects Director
2010 to 2011
Corporate Director of Finance (CFO)
2002 to 2010
Planning and IR Director
2000 to 2002
INVESTMENT BANKING
BANK OF AMERICA / NATIONSBANK
Head of Capital Markets Brazil
1996 to 2000
BBA CREDITANSTALT BANK BRAZIL
Corporate Finance VP and Head of Distribution
1994 to 1996
UNIBANCO S.A.
Investment Banking Manager
1994 to 1994
ACADEMIC
LECTURER AT ECONOMIC DEPT.PUC/RIO
Applied Corporate Finance
2018 until now
INSTITUTIONAL
FINANCE INSTITUTE - IBEF
Vice President
2013 to 2017
ACADEMIC AWARD
MASTER´S DEGREE AT PUC-RIO
Academic Performance Award
1992
EXECUTIVE EDUCATION
Advanced Management Program (FDC/INSEAD)
2009
Corp. Fin. In Global Markets (INSEAD)
2008
Corp. Fin and Fin. Restructuring (AIF)
2011
Advanced Valuation (AIF)
2010
Value Creat. Through Effec. Boards (IESE/Harvard)
2017
PROFESSIONAL AWARD
ANEFAC (NAT. ASSOC. EXEC. FIN. & ACCOUNT.)
CFO of the Year
1996 to 2000
TRANSACTIONS AWARDS
LATIN FINANCE MAGAZINE
Deal of the Year (VALE PRIVATIZATION)
1997
Privatization of The Year (VALE PRIVATIZATION
1997
Deal of the Decade (VALE PRIVATIZATION)
1997
Restructuring of The Year (GLOBO GROUP)
2005
PERSONAL HONORIFIC AWARD
JUDICIARY POWER (TRT1)
Comendador da Ordem do Poder Judiciário
2016
2017- 2022
In May 2017 Alexander Corporate Finance (“Acf”) and AC2M signed a joint mandated with the company to conduct a transformation process and the evaluation of strategic alternatives. Mr. Eduardo Souza (CFO) and Mr. João Carlos (COO) were selected and pointed as interim managers. CBRE was hired as real estate advisor (www.cbre.com.br).
The transformation process, among other objectives, achieved reversion of the negative operational cashflow, the payment of all debt obligation on due terms and conditions and outstanding improvement of service quality and clients' evaluations.
The project dedicated much attention on the realignment of the shareholders broken by an historic of events. The alignment was a precondition for a successful strategic solution.
In 2020 after a sequence of strategic alliances explored and not concluded by disagreements among shareholders the Covid pandemic hit drastically the hospitality sector. The company decided to close operations to preserve cash and the assets value.
In 2020 the company was successfully sold to a Financial Investor with full agreement among shareholders.
CONSEPTUAL CAPSIS BENCHMARK
Long-Term competitive Equilibrium
Non-Economic Profit or Market Return
ACF – DIAGNOSIS & COORDINATION
Transformation Partners
ACF – GENERAL GOVERNANCE & COORDINATION
Governance Partners
Shareholders Governance – Mr. Flavio Grecca
ACF – NEGOTIATION & COORDINATION
Capital Structure Partners
Interim Management – Mr. Eduardo Souza
ACF – NEGOTIATION & COORDINATION
Real Estate Partner
Real Estate Broker – CBRE
2015 – 2017 -2019
Alexander Corporate Finance (“Acf”) was hired by Fabrimar, the third largest Brazilian sanitary metals manufacturer, in October 2015, to perform a diagnosis on its Capital Structure and financial situation.
In January 2016, under Acf´s coordination, Fabrimar adopted a new Governance Structure. The former Board was replaced by the Family Board and the Management Committee. A new CEO and CFO were appointed.
Over the year of 2016, the Management Committee conducted several initiatives covering a broad range of fronts. Specialized consultancies joined the working group, approaching areas such as: Supply Chain, Procurement, Engineering and Environmental. A new Sales Director was hired to conduct a full change on the commercial area.
Tigre, the main Brazilian manufacturer of pipes and fittings, approached Fabrimar looking for “ways to explore the Sanitary Metals” as a natural move on its strategy. Due to the Transformation process in course in Fabrimar and the existing alignement among shareholders of both groups, the conversation evolved to a strategical negotiation, coordinated by Acf.
In November 2016, Tigre and Fabrimar signed a bidding agreement. In the agreed structure, Tigre would capitalize Fabrimar and become its controlling shareholder. The Familia Martins (former Fabrimar´s controlling shareholders) would participate in the Board of Directors and support Tigre in its challenge of exploring synergies and becoming one of the largest Sanitary Metals players of the market.
The transaction was successfully closed in February 2017, after the approval of CADE (Brazilian Antitrust Agency).
CONSEPTUAL CAPSIS BENCHMARK
Long-Term Competitive Equilibrium
Non-Economic Profit or Market Return
ACF – DIAGNOSIS & COORDINATION
Transformation Partners
ACF – GENERAL GOVERNANCE & COORDINATION
Governance Partners
ACF – NEGOTIATION & COORDINATION
Capital Structure Partners
ACF – NEGOTIATION & COORDINATION
M&A Partners
2014 - 2017
Alexander Corporate Finance (“Acf”) was hired in May 2014 by Zamboni, the largest wholesale distributor in the State of Rio de Janeiro, to perform a diagnosis on its Capital Structure and financial situation.
In June, 2014, Acf appointed an interim CFO to oversee the Capital Structure Transformation Project. At the same time, Mr. Alexander was appointed Member of the Advisory Board.
Under the coordination of Acf and supervision of the Advisory Board, Zamboni revised and restructured all its financial activities, procedures and practices. The whole project aimed at improving Zamboni´s management skills and avoiding to create any future dependence of external advisers on its regular activities. Following this objective, in 2015 the interim CFO was replaced by a definitive CFO, selected with Acf support.
Over the same period, the Advisory Board also conducted a Revision of Operational Procedures and Costs Project (“ROPC Project”), adopting the “Zero Base Budgeting Method”. Zamboni was supported on this projects by GRADUS (www.gradusconsultoria.com.br) appointed by Acf.
The Capital Structure Transformation Project, the ROPC Project and all management initiatives over this period resulted in a dramatic improvement of the financial performance and capital structure. Without any extraordinary measures as capital increase or debt haircut, in a well conducted long term relationship with all stakeholders, including, but not limited to, workers, suppliers, clients, banks and government, the debt level was reduced only as a result of the improvement of the working capital and all above mentioned projects.
In two years, the Net Debt / Ebitda ratio decreased from 9.28x to 0.73x. The Net Debt was reduced to one third.
Mr. Alexander remained at the Advisory Board until December 2016, when the shareholders and the Board announced that the Capital Structure Transformation process was concluded and its goals were successfully accomplished.
CONSEPTUAL CAPSIS BENCHMARK
Long-Term competitive Equilibrium
Non-Economic Profit or Market Return
ACF – DIAGNOSIS & COORDINATION
Transformation Partners
ACF – GENERAL GOVERNANCE & COORDINATION
Mr. Alexander joined Advisory Board
ACF – NEGOTIATION & COORDINATION
Capital Structure Partners
