Henrique Bento

As GM / CFO, I have the ability to plan and organize my own activities and those of the business group, establishing measurable goals and fulfilling them effectively; Emotional resilience (to handle pressure well); I myself, shares the strategic vision with the Director (a) General and must have the ability to establish the link between the Director and the Operator; Ability to establish partnerships with business stakeholders; Ability to manage interpersonal relationships and good ability to motivate teams; Analytical skills, for problem solving and decision making;

Experience in Business Restructuring and Implementation of Financial Controls. I performed some tasks in the domain of process reengineering and people downsizing, achieving the corporate objectives of expansion and profitability. Participated in the implementation and training of systems and new procedures that optimized processes and increased productivity by (± 25%). I highlight as main results the reduction in operating costs of (± 12%) and global restructuring of services, thus improving the respective economic profitability of companies by (± 10%). I am a professional focused on quality improvement and with good communication skills, initiative, leadership, entrepreneurial mindset, ease of interpersonal relationships and humility, have contributed a lot to a good performance and professional development.

I supervise three cross-functional teams, including HR, Logistics and Finance, at the level of directorates and external strategic involvements (ie: main customers, official entities, IGT, INSS, SME, Insurance, etc.); Conduct financial analyzes and present financial performance on a monthly basis to the Chairman of the Board of Directors and the CEO; Create a solid set of workflows, electronic spreadsheets, based on best financial and management practices to operationalize the way the company conducts day-to-day activities resulting in more efficient and measurable operations, having observed a reduction of costs by 8% and consequently an average increase in profitability by 4.5%; It successfully concluded, without any social objections, a restructuring work through a `collective redundancy' at the HR level, having prepared a plan for the replacement and reintegration of 90 workers carrying out new, more flexible work contracts, together with trade union organizations, Ministry of Labor and Lawyers' Office; Responsibility for Invoicing, eliminating errors and various inconsistencies in the preparation of invoices, the average time for receipts was reduced by 30 days, Payment Control and an effective Collection plan with the Oil Industries (TOTAL, SONANGOL and ENI) , contributing to a significant improvement in the company's Net Treasury - Cash-Flow.