Flunger & Company assumes executive positions when a situation demands direct accountability for results. In these mandates, a partner operates from inside the company, with authority to make decisions and mobilize the organization. We bring to management the same analytical capability we apply in consulting projects.
We assume these positions in varied contexts. In some cases, the company or asset faces a crisis threatening its continuity and requires a turnaround led from inside the operation. In others, the client needs dedicated executive leadership with authority across multiple functions. There are also cases where the client seeks a specific capability it does not have internally — whether in operations management, commercial, or marketing. In all cases, the mandate has a defined beginning, scope, and end, and concludes with the organization prepared to continue with its own team.
Our experience spans general and financial management, operations and supply chains, and commercial and marketing functions. In every case, we apply a proprietary approach developed over more than 20 years, adapted to the nature of the business and the urgency of the moment.
We assumed leadership, implemented new financial discipline, renegotiated bank debt, and established an S&OP process to meet demand. The plan increased Gross Profit by 33% — the best result in four years — and reduced losses by 61% in the first year.
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As COO of a distressed asset acquired by an international private equity, we restructured maintenance using statistical failure analysis, redesigned billing, and implemented a new procurement model. Inventories fell more than 50%, service level improved more than 60%, and OPEX fell 30%.
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As VP of Finance, IT, and Supply Chain, we regularized reporting to headquarters, reinforced tax compliance, and restructured cash and budget controls. We rebalanced air and sea freight, reducing inventory by more than 15% and delivery delays by more than 70%.
As Country Manager of the joint venture between CIR (Italy) and Remgro (South Africa), we developed the strategic plan for Brazil's sugar, ethanol, and energy market, identified investment targets, and negotiated proposals for selected mills, leading business modeling and valuation.
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We built remote monitoring, technical visit routing, and dashboards connecting commercial, operational, and support functions nationwide. The model now monitors more than 1,400 farms across more than 400,000 hectares, with more than 4,000 connected devices.
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We assumed leadership of the marketing plan and redesigned the brand architecture using market research, defining personality, price positioning, and attributes for each brand. Our team directly implemented campaigns, increasing share of voice and improving sales and market share.