By the end of the course, the student will be prepared to implement new market access practices, mitigating associated risks, creating business value through product diversification and other related techniques, enabling improved performance and management.
The Executive MBA in Controllership, Finance, and Risk Management is offered in a multidisciplinary manner and is especially suited for professionals working in the areas of controllership, finance, and risk management.
Graduates with a higher education diploma recognized by the Brazilian Ministry of Education or revalidated when issued in foreign educational institutions, in accordance with federal regulations, graduates and masters in related areas.
The course is recommended for professionals in the public sector, directly and indirectly; managers of social organizations and managers of private sectors.
The Executive MBA course in Controllership, Finance and Risk Management aims to provide participants with a specialization in controllership and finance that allows them to foster organizational effectiveness through the generation and supply of useful information for the decision-making process of the economic and financial management of companies, aiming to add value to organizations.
Thus, the course aims to empower professionals (in a multidisciplinary way) to create, control, and communicate corporate governance, risk management, and fraud strategies. It prepares students to understand and assimilate concepts related to operational risks and their management, prevention, detection, and investigation of fraud, in order to understand threats and combat or mitigate them.
Furthermore, the UNIALFA Executive MBA in Controllership, Finance, and Risk Management aims to present and discuss internal and external fraud processes in information systems. It also aims to develop skills for conducting accounting and financial analyses and diagnoses, and for planning organizational strategies that lead to the economic viability of businesses.
• Accounting as an Information Center
• Business Diagnosis and Consulting
• Risk-based Audit and Tax Compliance
• Strategic Management focused on Disruptive Innovation
Corporate Finance and Value Creation
• Business Budgeting and Cash Flow Management
• Financial Risk Management
• Strategic Tax Planning
• Management and Budgeting Methods
Valuation and Financial Markets
• Financial Planning and Working Capital Management
• Corporate Restructuring and Credit Analysis
Modules | Load |
Accounting as an Information Center and the New Tax Landscape
Study of accounting as a central source of information for fiscal and strategic decision-making. Analysis of financial statements, measurement, recognition and disclosure of revenues (CPC 47) and expenses (CPC 00). Difference between costs, expenses and investments, pro-rata allocation and depreciation. Integration between accounting and taxation in the post-Tax Reform scenario, highlighting the role of accounting information in the calculation and cross-referencing of tax data for IBS and CBS. | 30 |
Business Diagnosis and Consulting
The importance of business consulting for organizations in the systemic vision of the company and in the specific areas of consulting activities. The context of consulting and the profile of the professional as a consultant in the phases of the consulting project and the basic tools of the consultant, building the image of the consultant in the market and its relationship with the code of ethics. Planning the business consulting process, characteristics of organizational diagnosis and approaches to organizational diagnosis, understanding the stages of organizational diagnosis. | 30 |
Risk-Based Auditing, Tax Compliance, and Tax Reform
Fundamentals of risk-oriented accounting and tax auditing. Internal control methodologies and prevention of fraud and tax evasion. Civil and criminal liability of managers and accountants. Application of digital auditing techniques using analytical tools and artificial intelligence. Adaptation of auditing and tax compliance routines in light of the Tax Reform, with emphasis on the new IBS and CBS calculation environment.
| 30 |
Strategic Management with a focus on Disruptive Innovation
Implementation of new corporate and business strategies, recognizing the competencies on which to build competitive advantage. Environmental and competitive analysis, support for strategic decision-making, collaboration in the strategic planning cycle, and management of its implementation and monitoring. Basic concepts and models of innovation, open innovation model, disruptive innovation, and the fundamental factors in innovation management. Innovation as a management process. Development of an innovation strategy model and national innovation systems. | 30 |
Corporate Finance and Value Creation
Profit and Added Value: Break-even assessment. Leverage: Financial, combined and operational leverage. Capital structure: Equity. Third-party capital. Cost of capital. Sources of capital. Financing alternatives. Dividend decision. Dividend policy. Risk and return: Portfolio theory, index models. Equilibrium in the capital market: The CAPM. | 30 |
Corporate Restructuring and Credit Analysis
Business restructuring and credit analysis are processes that can help improve a company's financial situation. The objective of this module is to prepare our students with a broad knowledge of the following topics: the process of analyzing and reorganizing a company's finances, improving the financial situation and avoiding problems such as bankruptcy or default, reviewing the operating model, reducing interest rates and extending payment terms, understanding the financial health of the company and its clients, and negotiating with credit providers. | 30 |
Business Budget and Cash Flow Management
Budget Concept. Budget Purpose. Budget Mechanisms. Implementation of the Budget System. Preparation of the Budget in Various Areas: Sales Budget, Operational Production, Operational Expenses. Budget Consolidation: Projected Balance Sheet, Projected Result, Projected Cash Flow. Management Review; Use of statistics in the budget model; Use of comptrollership in the budget model; Performance Evaluation (Monitoring/Control in the Budget Process). | 30 |
Financial Risk Management
Economic and regulatory aspects of risk management. Calculation of the value of financial assets. Scenario generation techniques. Measurement of market risk (sensitivity, value at risk and stress test). Pricing of credit operations. Assessment of credit risk (creditmetrics, credittrisk + and KMV). | 30 |
Strategic Tax Planning Understanding taxes in the strategic management of the company. Analysis of economic events and the impact of taxes on the assets and results of business entities. Strategic Tax Management: fundamental concepts; Brazilian Tax Structure (taxes on operations, profits and assets). Law 12.973/2014. Tax Governance. Transfer Pricing. Taxes on Business Combinations. Maximizing the Tax Structure of Companies. Indirect Taxes: Challenges and Opportunities. | 30 |
Valuation and Financial Markets Valuation methods. IPO. Calculation of the variation in the value of a company. Identification of positive returns based on indexes. Cash flow projection. Interest rates. Calculation of perpetuity NPV. IPO market operations and consolidation of cash flow (simulations). Issuance of shares and their values. Startups and private equity. Calculation by cash flow and EBITDA multiple. Investment funds. Calculation of the value of partners' participation. Valuation of startups. Perception of risks in emerging businesses. Leveraged acquisition. IRR in leveraged acquisitions. Mergers of companies. Mixed active capital structure. Merger by share price. Fixed and unattainable assets. Costing systems. Valuation assumptions. Geometric growth rate of the company. Weighted average cost of capital (WACC) NKG. | 30 |
Financial Planning and Working Capital Management
The working capital module teaches students how to manage a company's working capital to avoid liquidity problems and ensure smooth operations. Learning to relate deliverables from areas such as inventory, accounts payable, and accounts receivable to the company's results and cash flow will help our students apply best management practices to the businesses in which they are involved. Concepts and importance of working capital. Management of current assets: accounts receivable, inventory, and cash. Management of current liabilities: suppliers and short-term financing. Operational cash flow: forecasts and control. Operating cycle and financial cycle. Working capital management indicators. Strategies for optimizing working capital and its relationship with profitability and business liquidity. | 30 |
Management and Budgeting Methods (GMD and GMR)
Introduction to management methods: concepts and strategic importance. Matrix Expense Management (GMD): identification, classification and analysis of expenses. Preparation and management of cost reduction plans. Matrix Revenue Management (GMR): categorization of revenues and identification of opportunities for increase. Practical application of GMD and GMR in business scenarios. Management control tools and indicators. Case studies and practices for implementing efficient management methods. | 30 |
TOTAL WORKLOAD | 360 hours |

MBA Executive Education, Strategy: Building and Sustaining Competitive Advantage from Harvard Business School. Extensive experience in Finance and Operations, encompassing organizational restructuring management, focusing on the development of strategic business planning, financial planning, matrix management, governance, structuring of the Board of Directors, professionalizing management transition processes and family succession effectively. Skilled in conducting roadshows for debt restructuring, establishing renegotiations with suppliers, clients, and financial institutions. Strategic vision in the face of adverse scenarios, acting with a focus on value generation and structuring performance KPIs. Management of the audit and due diligence process, as well as the development of a business plan for M&A. Implementation of the Code of Ethics and integrity program to strengthen the compliance of institutions, in addition to the privacy and data protection program, focusing on the LGPD (Brazilian General Data Protection Law). Leadership of multidisciplinary teams, developing high-performance professionals aligned with the company's objectives. Member of the Board of Directors of the Serval Group since 2017.
Lattes CV
Business Manager in the health segment; Specialist in Neuroscience and Behavior, also in Health and Quality of Life and Specialist in Marketing. Graduated in Advertising and Marketing from Universidade Paulista (2014). Currently, he is the Manager of Health and Safety at Work at SESI - Regional Department of Goiás. He has experience in the area of Communication, with an emphasis on Advertising and Marketing.
http://lattes.cnpq.br/6349513136105184
Internal Audit Manager at Grupo José Alves, responsible for the audit processes of the holding company's companies, including Refrescos Bandeirantes (Coca-Cola) in the beverage sector and Vitamedic in the pharmaceutical sector, as well as operations in segments such as packaging, education, real estate, services, and technology. Full command of Internal Audit, Compliance, Internal Controls, and Risk Management. I have extensive experience in financial auditing and cooperative credit systems, with expertise in operations analysis, action plans, indicators, and financial statements. Specialist in the implementation of Risk-Based Auditing and integrated risk and control management.
Leandro Monteiro is a co-founder of Impact Hub Goiânia and LeMon Think Innovation. He is an individual consultant for UNESCO for ETOS.IA. He holds a degree in Economics from UFG, a postgraduate degree in Leadership and Public Management from CLP, and executive training from Harvard Kennedy School. He also holds a master's degree in Cities from the London School of Economics (LSE). Leandro has extensive experience in consulting, specializing in management, projects, and governance for cities. He worked for the Organization of Ibero-American States and also worked at the consulting firms Value Bridge and Falconi. In the public sector, in two state governments, he dedicated himself to citizen participation and strategic management. In the third sector, he held the position of institutional development coordinator for the Brazilian Network for Creative Learning, an NGO supported by the Lemann Foundation and the Massachusetts Institute of Technology. He is the Manager of the Generation and Income Axis of the Nosso Chão, Nossa Terra project in Maceió-AL.
I am a lawyer specializing in Tax Law, with a postgraduate degree in Controllership and an LLM in Law and Business. Throughout my career, I have accumulated experience in Big Four firms, law firms, and the Tax and Legal Departments of companies in the Consumer Goods, Pharmaceutical, Airline, Food, and Agribusiness sectors.
Master in Administration with emphasis in Finance. Specialist in Management Accounting, Administration, Controllership, and Auditing and Finance. Economist. Financial Consultant.
Director of Blueseven Strategy and Indicators. PhD in Administration from the University of Brasília (UnB); winner of the PPGA/UnB 2021 Outstanding Thesis Award as the author of the best Doctoral Thesis in the Strategy and Innovation line. Graduated and Master in Administration, with a postgraduate MBA in Business Strategy. Professor of the Professional Master's Program in Administration at the Alves Faria University Center, working on the topics of Strategic Management, Business Performance and Management by Indicators.
Specialist in Higher Education Teaching. Accountant. Controllership and Accounting Manager at ALIARE.
Chief Financial Officer (CFO) for over three years, graduated in Accounting Sciences with specializations in Strategy, Business Management, and Finance. With extensive experience in finance and accounting, I have built a solid career in financial management, controllership, consulting, and project management. I have worked in strategic positions in large companies, developing financial plans aligned with corporate goals. I am an expert in financial and accounting analysis, cost optimization, auditing, and risk assessment, ensuring compliance and operational efficiency. I possess strong negotiation and relationship skills with financial institutions, enabling strategic credit operations.