Robson Cintra de Freitas

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Responsible to structure and lead the Business Development and M&A efforts for Amyris and Total in Brazil in their intention to have access to sugar cane production in Brazil.

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BIOFUELS, Campinas, Brazil Director of Business Development Latin America, Sep 2006 Ago 2010 Biofuels is a business unit formed in June 2006, and BP has decided to build a material presence in Brazil. I was leading one of the Bus. Dev. teams covering Latin America, looking for M&A opportunities originally in Brazil. In June 2008 BP Biofuels acquired 50% of Tropical Bioenergia with commitment to invest a total of US$1Bi (50% BP) in two ethanol mills. The first half of the project expected NPV is of US$280MM). I conceptualized, lead the business development and closed the deal for a 15,400 m3 fuel storage tank for Biofuels/IST at the Port of Santos. This storage project done in partnership with Ultracargo (from Ultra Group) is strategic for Biofuels since it allows access to a scarce resource in the country. The project expected to render a US$20MM NPV. M&A Part of the M&A team who analyzed acquisition of ethanol plants in Brazil in partnership with Dupont for the installation of a Biobutanol pilot plant.. INTEGRATED SUPPLY & TRADING (IST), Chicago, IL, USA Originator Latin America - Supply, Trading and Biofuels, Sep 2006 Dec 2007 Responsible for the origination of clear products (Toluene, Benzene, Naphtha, Ethanol, etc.), for IST in Brazil. Several short term projects/trades and one key alliance with Ipiranga were developed for IST, including a strategic Storage at the port of Santos in partnership with Biofuels BU (see above). AIR BP SOUTH AMERICA, São Paulo, Brazil Director of Supply and Logistics, March 2003 Dec 2006 Responsible for the Supply and Logistics of Air BP in South America, 5 countries: Argentina, Bolivia, Brazil, Chile and Venezuela. Among other responsibilities: sourcing and supply of aviation fuel and lubricants, international trading and importation of products, logistics from refinery, domestic or overseas, to end consumer (bulk sale or airport), procurement of equipment in general including road transpor

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Developer Cuiabá Project. Participated in the development and implementation of a 480 MW combined cycle, natural gas power plant with an associated 630 Km, 18 pipeline in Mato Grosso, Brazil with total investment of US$ 500 million. Participated in the Power Purchase Agreement (PPA) and Operating Accord negotiations. Responsible for overseeing important areas of the project development such as: obtaining of all the key permits; contracting external consultants, lawyers and technical workers; management of several contracts, relationships with state and federal governmental institutions; over 400 Km of rights of way acquisition for pipeline, transmission lines and water line construction; management of a 20 people team; logistics of diesel supply for the initial stage of the project. Lead Developer - Southern Cone Fiber Optic Network. Conceptualized, developed the strategy, conducted most of the initial negotiations and started the implementation of a 10.000 Km fiber optics network connecting all major cities in the Southern Cone (Brazil, Argentina, Uruguay, Chile and Bolivia) to US and Europe. Total investment of US$ 1 billion and potential project NPV of US$ 150 million.

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Developed strategy to maximize value of the largest fertilizer conglomerate in Brazil w/ revenues of US$ 1.0 billion. - Responsible for market research and segmentation to better understand the fertilizer/agriculture - Conceptualized/developed strategy for a new product and associated services, potential NPV of US$100 million - Developed logistics solutions to transport 4 million tons of fertilizers that resulted in US$ 60 million/year savings - Developed operational and commercial cost cutting solutions that resulted in US$ 40 million/year savings - Key role in building up the relationship with the client top management and leadership of the client team members Performed economic valuation of Vale do Rio Doce in 1996 before its privatization. - Analyzed the world market of iron ore and steel to understand the forces driving these markets - Used international benchmarking to establish the profitability trends in the years to come - Used Corporate Finance concepts such as NPV, Economic Profit, DCF method, WACC calculation, - Value Base Management to perform the company valuation - Developed valuation models considering Green Field and Brown Field scenarios Assisted in developing strategy to enter new markets via merger/acquisition and/or via partnership with an incumbent. - Studied auto parts/automobiles industries to develop a strategy for a foreign company to enter the Brazilian market - Sized the overall market volume for the auto parts industry in Brazil - Determined level of market competitiveness geographically and per segment - Analyzed the best entrance strategy comparing merger/acquisition with local partnership - Developed a recommendation for the new entrant in how, where and when to enter the market Evaluated the economic performance of the Telecom sector, benchmarking Brazil w/ US, Japan, Korea and Argentina. - Created methodology to study microeconomics/productivity of Telecom in Brazil in light of int l markets -

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Manager and supervisor of the maintenance division including parts supply (250 employees)