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INSTITUTIONAL

OUR HISTORYIn 1991 the vocation to turnaround companies in crises brought together Claudio Galeazzi and Glauco Abdala, executives

with experience at the head of Brazilian and multinational corporations.Following successful ventures as executives, in

1995 they designed and founded Galeazzi & Associados, which from the very first has delivered drastic improvements to its

clients.

To make transformations happen and fulfill the growing demand from large and mid-sized

businesses, Galeazzi & Associados invests in methodologies and tools that quickly and pragmatically

deliver results. The company grew in size and scope by hiring other executives who apply these tools

very effectively.

VOCATION

METHODS AND PEOPLE

The trust and approval to promote change in the corporate world has consolidated the work of Galeazzi &

Associados. It focuses on improving performance along the entire life cycle of its clients.

Today with over 200 successful projects, Galeazzi & Associados is known as a model of competence in

corporate management, not only by its clients, but investors and opinion leaders as well.

CONSOLIDATION AND RECOGNITION

CREDIBILITY

>>>>>>>>>>>>>>>

We believe well managed companies can make a nation.

MISSION

Participate on the gradual development of companies by delivering results aligned with their

strategy and people.

VISION

People as transformation agents | Ethics & Transparency | Passionate about results |A holistic view of the business | Daring |

A sense of ownership | Pragmatism | Discipline |Respect for client values

VALUES

Galeazzi & Associados

Who we are

History

Team

Culture

Since 1991 have been focused on Performance Improvement for medium anda largecompanies.

Over 70 professionals with assertiveness and experience in executive functions. Managers with consultants tools.

Pragmatism > Delivering consistente results instead of reports .Hands-on > We make it happen together with the client.

What we doWe implemente actions to make your business more competitive and Profitable.


Who we are

Diagnosis

WorkingGroups

Collaborationbetween teams

Consultants conduct business analysis with co-participation of key-managers in eachfocal area of the company.

Working groups are composed of a Galeazzi facilitator manager, a client manager and consultants and analysts of both companies.

A Galeazzi provides its knowledge and competence in problem analysis and theimplementation of results-based management models, which joins the knowledge and skills of client in their business area.

RuntimeChange

The partnership between the consultants and the business areas have the benefit ofthe sum of skills focused on solving problems, and facilitate constructive cultural change and the implementation of assertive and pragmatic solutions.

: : We d e l i v e r r e s u l t s b y l i n i n g u ps t r a t e g y, p e o p l e a n d a c t i o n s .


Who we are

• Medical Diagnostic Laboratories

• Health insurance

• Financial Services

• Energy distribution and generation

• Financial Institution

• Media

• Telecom

• Education

• Food Retail

• Consumer eletronics retail

• Wholesales

• Consumer goods industry

• Dairy industry

• Beverage Industry

• E-Commerce

• Others


Who we are

STRATEGY

VBM

ORGANIZATIONAL STRUCTURE

+PERFORMANCE

INDICATORS

+

BUDGET

DISCIPLINED IMPLEMENTATION OF THE ACTION PLAN

5 YEAR PLAN

MACRO ACTION PLAN

+

DETAILING AND IMPLEMENTATION OF

THE ACTION PLAN

CONTROL AND ADJUSTMENT

: : W e b e l i e v e t h a t t h e c o m b i n a t i o n o f a c l e a r a n d p r a g m a t i c s t r a t e g y , a n o r g a n i z a t i o n a l d e s i g n w i t hd e f i n e d r o l e s a n d r e s p o n s i b i l i t i e s , p e r f o r m a n c e m e t r i c s a n d a c u l t u r e o f d i s c i p l i n e i n t h e e x e c u t i o n o fa c t i o n p l a n s a r e i n g r e d i e n t e s t o i n c r e a s e c o m p a n i e sp r o f i t a b i l i t y a n d c o m p e t i t i v e n e s s .


Our Solutions

::MACRO STEPS

✓ Business Diagnosis (Analysis of the Situation)

✓ Strategic architecture

✓ Organizational structuring

✓ People motivation and engagement

✓ Identification and quantification of opportunities for improvement

✓ Development of an action plan consistent with what the company needs

✓ Monitoring plan implementation with Performance Improvement Committees

✓ Careful monitoring of results

: : Performance ImprovementMacro Steps and Services

ZBB – ZERO BASED BUDGETING BY TOWER

ZERO BASED BUDGETING INDICATORS

OPERATIONAL PERFORMANCE IMPROVEMENT

RETAIL

OPERATIONAL PERFORMANCE IMPROVEMENT

MANUF.

STRATEGIC ARCHITETURE

ORGANIZATIONAL STRUCTURE

POST MERGER INTEGRATION

(PMI)SUPPLY CHAIN

FINANCIAL MANAGEMENT IMPROVEMENT AND CONTROL

SUPPORT FOR MERGERS &

AQUISITIONS (M&A)

MARKET STRATEGY

(GMT)


Our Solutions

::

: : Impact of Performance Improvementon companies’ results

ROIC 1

NOPAT 2

InvestedCapital

EBIT 3

Inc.Tax. (1-34%)

Net Revenue

Costs

Expenses

Deprec. / Amort.

Accounts receivableWorkingCapital

Others A/L Oper. 4

Operational Fixed Assets

Inventories

- Price- Volume

- Fixed- Variable

- SG&A- Overhead

- Average receipt term

- Average inventoryturnover and coverage

- Products, Category, etc.- Customers, Regions, etc.

- Productivity (ex.: labor expenses)- Price x Volume ratio

- SG&A Scalability- “Span of Control”/ compensation

- Delayed collections ratio- Average collection term per customer

÷

x

+

-

-

-

+

First LevelGeneric Value Drivers

Second LevelSpecific Value Drivers

Third LevelOperational Value Drivers

Suppliers - Average payment term

- Product turnover- Product assortment

- Average payment term per supplier

-

3 Earns Before Interest and Taxes4 Others operational Assets and Liabilities

1 Return on Invested Capital2 Net Operating Profit After Taxes


Our Solutions

::

: : Operational and Financial RestructuringMacro Steps and Services

OPERATIONS: ✓ Focus on Cash generation✓ Creation of a cash management committee✓ Working capital reduction✓ Sale of assets✓ Adequacy of organizational structure✓ Cost and expense reduction✓ Business management optimization

DEBT RESTRUCTURING: ✓ Capital structure assessment✓ Financial modeling✓ Support in debt renegotiation in the extra judicial or in judicial recovery (Chapter 11) sphere

SUPPORT TO CREDITORS: ✓ Financial advisory to creditors in the process of renegotiating credits

Turnaround (Operacional)

Cash FlowCommittee

Structureexpenditure review

by activity

DebtRestructuring

Support to creditors

Judicial administration


Our Solutions

::

ROIC 1

NOPAT 2

EmployedCapital

EBIT 3

Inc.Tax(1-34%)

Net Revenue

Costs

Expenses

Deprec./Amort.

Loans and FinancingNet financedebt

Others NOPA/L 4

Net Equity

Cash and Cash Equiv.

- Price- Volume

- Fixed- Variable

- SG&A- Overhead

- Due Dates, fees and guarantees

- Minimum operatingcash

- Prioritize itens with higher turnover and lessneed for cash

- Factory production review

- Cash and expense committees to reduce fixedand variable expenses

- Negotiation with creditors

- Dealing with customers and suppliers to optimize receiving clientes and payment terms

÷

x

+

-

-

-

-

First LevelGeneric Value Drivers

Second LevelSpecific Value Drivers

Third LevelOperational Value Drivers

: : Impact of Operational and Financial Restructuring actions on companies’ results

3 Earns Before Interest and Taxes4 Others operational Assets and Liabilities

1 Return on Invested Capital2 Net Operating Profit After Taxes

w w w. g a l e a z z i . c o m . b r

g a l e a z z i @ g a l e a z z i . c o m . b r

+ 5 5 11 3 3 8 3 - 9 6 0 0

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