1. ROBERTO CERQUEIRA DO VAL
Rua José Esperidião Teixeira, 457
São Paulo SP 05532-010
+55 11 992612791
robertodoval@yahoo.com.br
Objective
Executive position in BPO / Technology, at BPO / Technology Service Provider Companies or CIO /
Executive Position in Service Centers of non-Technology Companies.
Qualification
BPO and Technology executive with experience on leading business technology companies, operating
BPO companies and setting up Shared Services Centers.
Graduated 30 years ago in Production Engineering at Universidade de São Paulo and worked for Unilever,
multinational consumer goods company and for Capgemini, largest French consulting, technology and
outsourcing company as well as for consultancy companies like Andersen Consulting and Arthur D Little.
Also worked as chief strategy officer of the “Associação Brasileira de Empresas de Apoio Administrativo” -
ABRAPSA, representative of the BPO sector in Brazil.
My strengths are business leadership, operations management, change management, profitability increase
and work in multi-cultural environment. I am fluent in Portuguese, Spanish and English.
Professional Background
Capgemini, Barueri, SP Jan 2015 - Sep 2015
Vice-President of Infrastructure Outsourcing Services Business Unit
Reported to Capgemini Brazil CEO
P&L responsible for the Infrastructure Outsourcing Services with annual Revenue of R$200 million and
2,500+ employees, including Sales, Innovation, Client Relationship and Operations.
Results
Defined and executed a strategic transformational plan that included changing the portfolio of service
offers, realignment of Sales and Operations structure, management downsizing, cutting the tail of non-
strategic clients and resolving bad contracts. The outcome was an increase of 100% of the contribution
margin, meeting the Revenue and Sales target, significant reduction on DSO and a renewal of a Euros 20
million contract with an important fashion retail Client.
Capgemini, São Paulo / Campinas, SP May 2008 - Dec 2014
Country Manager of the Global BPO Business in Brazil.
Reported to Senior Vice-President of the Global Delivery Network
Acted as statutory President of Capgemini Business Services do Brazil – the Brazilian company of
Capgemini BPO business, with annual revenue of R$100 million and 1,000+ employees. Responsibilities
included General Management of the Operation in Brazil, support function areas (HR, IT and Finance), and
Continuous Improvement and Compliance areas.
Results
Leader of the transformation of a captive Shared Services Center of Unilever into a BPO business. The
transformation increased the number of employees from 250 to more than 1,000, increased the number of
clients from 1 to 10, and created a profitable with high standard, certified operation (ISO 9001 and 27001)
of BPO in Brazil.
This was accomplished with cost management, implementation of Global methodologies for the operation,
investments on new operation centers (Campinas and Blumenau), and active participation on the Brazil
market.
During the period of 2012 to 2014, I was also Strategy Director for Associação Brasileira de Empresas de
Apoio Administrativo – ABRAPSA, and the main outcomes was the implementation of a Certification

2. Program for associated companies and the inclusion of the BPO sector as part of the Government
Program of reduction on the cost of social benefits for the companies.
UNILEVER LATIN AMERICA, SÃO PAULO, SP 2006 - 2008
Director of Innovation for Finance Processes
Reported to LatAm Financial Shared Services Vice-President
Responsible for a team of 10 senior managers from different LatAm countries, with support from external
consultants for the execution of innovation projects aiming improving the financial processes for both
Unilever Companies on the region and Unilever Shared Services Centers (Santiago – Chile and São Paulo
– Brazil). Projects included the design of a to-be process, the definition of the enablers (automations,
process changes and policies changes), GAP analysis and implementation of the new process in LatAm
countries.
Results
Cost reduction and quality improvement on the finance processes, and a significant reduction on the
workload of the finance month end closing cycle in the region.
UNILEVER LATIN AMERICA, SÃO PAULO, SP 2003 - 2006
Director of the LatAm Shared Services Center
Reported to LatAm Financial Shared Services Vice-President
Responsible for a team of 10 senior managers from different LatAm countries with support from external
consultants for the execution of the transition of the financial processes activities from the Companies of
Unilever in the LatAm region to two operational sites (Santiago – Chile and São Paulo – Brazil) of the
Unilever Financial Shared Services LatAm. The strategy was to use consultants for a pilot country and
replicate to other countries only with internal team, and specific support for more complex countries in
LatAm Unilever operation (Brazil and Argentina). There was also the development of IT tools to support the
new centralized environment and its remote communication with the countries operations. Shared Services
Implementation Program happened in parallel of a massive ERP convergence program in LatAm (project
Harmonia).
Results
Implementation of a Financial Shared Services Center with 400 employees at Santiago and São Paulo
sites, servicing all Unilever operations in LatAm countries – 19 countries within 7 sub-regions.
UNILEVER LATIN AMERICA, SANTIAGO, CHILE 2001 - 2002
Director of Process Management Center – IT Finance
Reported to Unilever Chile CFO.
Responsible for the Process Management Center of Finance for Unilever LatAm, with a team of 8 senior
Project Managers. Objective was to define and implement a portfolio of IT projects on the finance
processes of the Unilever Operation in LatAm.
Results
Quality improvement and time reduction on the process of P&L consolidation of the LatAm operations (19
countries, 7 sub-regions) for the two Unilever business consolidation Centers – Foods (New Jersey –US),
and Home and Personal Care (London – UK).
Unilever Chile, Santiago, Chile 1998 - 2001
Director of Information Technology - CIO
Reported to Unilever Chile CFO.
Responsible for the IT function for the Unilever operation of Chile and Bolivia, leading a team of 50
employees and 40 third parties employees. Responsibility included the Infrastructure of IT, Implementation
and Support of all Business Applications, Relationship with 4 different business (Foods, Ice-Cream, Home
Care and Personal Care divisions), and managing IT vendors.
Results

3. Better alignment between business requirements and IT investments, improvement on the quality of the
end-user services, increasing the availability of application systems, and zero-problems with the threat of
the Year 2000 bug. This was accomplished with the implementation of a new governance model between
IT and the business, change of some critical vendors and investments on updating the IT infrastructure.
IT Manager for Supply Chain Process
Reported to CIO of Lever Division.
Responsible for a team with 20 employees to support the IT requirements and operation of the Supply
Chain of the Home Care division of Unilever in Brazil, which included 4 plants (Anastácio, Valinhos,
Indaiatuba e Vespasiano), and 13 distribution centers all over Brazil.
Results
Cost reduction, process improvements and better integration among supply chain application systems,
through the implementation of the Manufacturing (Mfg-Pro) package, Invoicing and Distribution System
and Factory Maintenance System for the 4 plants and 13 Distribution Centers.
.
ARTHUR D LITTLE, SÃO PAULO, SP 1992 - 1994
Consultant
Reported to Consultant Directors.
Development of consulting projects for management and technology.
Results
Standardization and cost reduction for the main business process of a Pulp and Paper Company recently
merged, Results was accomplished by using Re-engineering methodology for the Commercial, Supply
Chain, Finance and Human Resources areas of the Company.
ANDERSEN CONSULTING, SÃO PAULO, SP 1986 - 1991
Consultant
Reported to Consultant Managers.
Development of consulting projects on technology and management, like operation improvement projects,
technology strategy, implementation of technology systems and organization re-design.
Results
Cost reduction, process improvements, stock reduction, automation and organization alignment, in
companies from different sectors like Pulp and Paper, Electro-electronics, Electrical, Metallurgic.
Education and Professional Development
Production Engineer, Escola Politécnica da Universidade de São Paulo – 1981 to 1985
Sales Strategy extension course – Management of Sales Teams; Marketing Management; Price
Management; Marketing in Retail. - Fundação Getúlio Vargas – 2014
Various trainings in Management and Leadership, Information Technology and Consulting
Techniques - Andersen Consulting (Chicago – USA), Arthur D. Little (Boston – USA and Evian – France),
Unilever (Four Acres - London) and Capgemini (Chantilly- France)