Matthews Cunha

● Responsible for structuring executive reports and financial analyses (aging, default, working capital, risk concentration – histogram), supporting strategic decision-making by leadership and management. ● Analytical portfolio management with approximately 150,000 clients, using data-driven prioritization for directing collection actions, directly impacting cash flow, operational efficiency and financial performance. ● Development of Power BI dashboards and key performance indicators (KPIs), increasing the visibility of the credit and collection cycle, with a focus on receivables forecasting, portfolio optimization, and rework reduction. ● Acting as financial business partner in strategic forums, contributing to initiatives ofReduction in delinquency, improvement in DSO (Days Sales Outstanding) and increased cash recovery.. ● Application ofLean Six Sigma methodologyfor process improvement, resulting in7% reduction in overdue balance YoY, with a direct impact on working capital. ● Acting as a focal point in external audit guaranteeing compliance, financial governance and adherence to internal controls (SOX-like environment). ● Cross-sectional interface with areas of FP&A, Controlling, Tax, IT and Operations, leading initiatives of Automation, continuous improvement, and integration of financial processes.. ● Conducting operational visits, strengthening the vision of end-to-end financial operations and expanding its strategic role as a business partner. Case Studies of Transformation and Financial Efficiency ● Development of an integrated billing tool (Financial Operations Transformation):Technical leadership in building a data consolidation solution, eliminating manual extractions via SAP. Definition of rules and workflows with a focus on... Standardization, increased efficiency, and operational scalability.. ● Optimizing the bank reconciliation process (Cash & Reconciliation Efficiency)Correcting flaws in the import process, mitigating risks and financial inconsistencies. Automating the process, ensuring... Accuracy, reduction of pending items, and closing within the target (< R$5MM). ● Automation of validations via API + ERP (Process Automation & Cost Efficiency)Development of an integrated solution for call management, reducing costs.40% of the operating volumeElimination of rework and creation of a replicable model, with an impact on governance and efficiency.

● Leadership in building the annual budget and managing monthly forecasts, ensuring alignment between financial planning, business strategy, and executive decision-making. ● Driving Budget vs. Actual analysis, Monitoring financial, accounting, and operational KPIs, keeping the company within the budget even with operational growth of 15%. ● Acting as a Business Partner for the Commercial, Operational and Management areas, supporting pricing, investment and resource prioritization decisions, contributing to a 10% increase in active proposals in the second year. ● Preparation and analysis of management income statements in direct interface with Accounting and External Audit (EY), promoting layout and visualization improvements that reduced the man-hour cost of the audit. ● Management and optimization of end-to-end financial processes (Treasury, CAP, CAR, Billing and After-sales), focusing on governance, internal controls and operational efficiency. ● Developing cost reduction initiatives and tax opportunities. Generating an impact of ~5% on the income statement from the last exercise. ● Key result: Reducing the invoice issuance period from 90 to 45 days, resulting in significant gains in cash flow efficiency and improved working capital.

● Leadership in building the annual budget and managing monthly forecasts, ensuring alignment between financial planning, business strategy, and executive decision-making. ● Driving Budget vs. Actual analysis, Monitoring financial, accounting, and operational KPIs, keeping the company within the budget even with operational growth of 15%. ● Acting as a Business Partner for the Commercial, Operational and Management areas, supporting pricing, investment and resource prioritization decisions, contributing to a 10% increase in active proposals in the second year. ● Preparation and analysis of management income statements in direct interface with Accounting and External Audit (EY), promoting layout and visualization improvements that reduced the man-hour cost of the audit. ● Management and optimization of end-to-end financial processes (Treasury, CAP, CAR, Billing and After-sales), focusing on governance, internal controls and operational efficiency. ● Developing cost reduction initiatives and tax opportunities. Generating an impact of ~5% on the income statement from the last exercise. ● Key result: Reducing the invoice issuance period from 90 to 45 days, resulting in significant gains in cash flow efficiency and improved working capital.

● Experience in business consulting projects for SMEs, with a focus on financial analysis, process structuring and decision support, leading up to 14 projects simultaneously. ● Development of analyses of costs, pricing and financial viability structuring indicators and supporting clients in operational efficiency and financial sustainability. ● Participation in internal management, with involvement inFinancial planning, budget control (~R$10K) and operations management in addition to direct interaction with clients and management of deliverables.'

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