Experience

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  Grupo GAP

  • General Manager

    • Mar 2021 - Present

    Develop business growth strategies and goals for the short to medium term, as well as help break down the barriers that arise to achieve them and improve the business profitability. Lead and provide directions to the different areas of the organization and establish monitoring and control programs. Create a culture of compliance with the established guidelines and policies and strengthen the documentation of the processes of the different activities carried out to guarantee a robust business continuity plan. Coordinate efficient and effective interaction between the areas to optimize customer service, reduce operating costs, increase sales and in general maximize profitability and business growth. Achievements: Grow sales last 12 months in +45% (10% volume, 35% price). – Cost reductions in -9pp as % of Sales. Administrative Expenses reductions in -3pp as % of Sales. – Increase +35% in logistic distribution channels across the country. – 4 new initiative/products successfully researched, developed, and launched to the market. – Stabilized the accelerated people attrition that company had last 2 years ago.

  • Finance Administration Manager

    • Oct 2019 - Feb 2021

    Finance: Definition of the financial structure of the company, including development of new necessary areas such as: Internal Controls, Manufacturing Cost Control, Control of Administrative Budget. Restructuring of Treasury activities and establishment of Cash Flow projection. Definition of goals and KPIs for the different financial areas to carry out monitoring and control. Discipline of monthly reviews of Results. Unification of 8 companies from the group into one to make corporate results more efficient and profitable. Change the accounting system to a new ERP (SAP Business One) to have online financial information, more automated and accurate financial statements to take efficient and on time management decisions. Human Resources: Development of Salary Administration Plan, Definition of Ideal Organization Chart. Development of appropriate FTE hiring process, Career Plans for Employees, Evaluation Results System in a monthly basis and Organizational Climate Review. Technology: Change of the group's telecommunications matrix to solidify the internal communication process, establishment of a WFH plan, restructuring of Contingency Operation Plans and stablish a robust Information Security Process. Achievements: Developed financial and administrative processes: Monthly Cash Flow review, Competitive price monitoring, Monthly cost/expenses review/reduction, Defined Fiscal Year P&L targets and monthly monitoring, Monthly profitability review by category and products, Prepare role descriptions by each areas/positions, Stablish Credit Control Committee to analyze/evaluate Account Receivable risk exposure, Implement SAP Business One as the ERP for administrative control system, Define Human Resources objective to be delivered during the Fiscal Year.

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  NW Consulting Services

  • San Josè, Costa Rica

  • Finance and Operation Manager

    • Sep 2018 - Aug 2019
    • San Josè, Costa Rica

    Develop growth strategies based on short- and medium-term business goals and break down the barriers presented to achieve them. Lead main operative areas (Finance, Operations, & HR) to maximize the company business profitability. Provide direction and establish monitoring and control programs...

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  ActionCoach Costa Rica

  • Curridabat, Costa Rica

  • Business Coach

    • Aug 2017 - Aug 2018
    • Curridabat, Costa Rica

    Develop managerial and business management skills for small and medium-sized companies from all type of business. Provide coaching on financial, logistical, marketing, and organizational issues in order to they have control and deep knowledge on their business so that they take the appropriate ma...

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  Procter & Gamble

  • United States
  • Manufacturing
  • 700 & Above Employee

  • Plant Finance Manager

    • Aug 2016 - Apr 2017

    Establish financial discipline at the Guatire Plant (Manufacturing of Diapers, Sanitary Towels and Shave Care) to keep it profitable/Competitive in LA Region by complying with accounting regulations and Internal Controls; Close monitoring about the budget compliance for the different areas of the plant; Materials Management, Manufacturing Expenses, Operating Expenses, Production and Spare Parts Inventory, Waste Management, Indirect Expenses, Productivity (People Reduction Program). Provide financial guidance and principles to the Logistic Organizations, mainly to Transport and Warehousing areas, to minimize their costs and to improve their efficiency over the whole logistics processes. Projects: Venezuela Deconsolidation from global Financial Books; Replace imported materials by locals to maximize cash flow in foreign currency due to Venezuelan Exchange Control; Lead a Loss Analysis process over the logistics cycle to generate efficiencies and savings; Provide financial support during the discussion of a new Labor Contract with the Plant Union; Lead with HR Function the Productivity Process to decrease the current Plant Payroll Costs. Achievements: Operational cost Reduction (Manufacturing Operating Expenses /General Manufacturing Cost / Sales Research, Development & Administrative Costs) in -3%. – Transportation & Warehousing expenses reduction Total Venezuela in -2%. - Drive a people productivity program with the reduction of -12 FTE’s (Employees). - Successfully support and effectively managed 3 Government Audits at the plant.

  • Financial Service Solution Group Manager

    • Mar 2013 - Jul 2016

    Lead annual External Audit process; Coordinate audits requirements from different governmental institutions; Ensure that General Accepted Accounting Principles and Internal Controls are properly applied over the daily local operations; Guarantee the correct storage about fiscal and financial company documents/information; Provide accounting and Internal Control guidance to the whole organization. Projects: Establish PCC2000 System to get Inflation Adjustment impacts; Optimization of Actuarial Calculation process related to Labor Benefits Law; Develop a Web Data Repository for historical financial and fiscal information to provide a standardized and timely response to any commercial and fiscal information requirements. Achievements: I lead the interim and final clearance for local D&T audit, and it was successfully covered on time. - All external Venezuelan government request during this FY (26) were delivered in 100% completion and on time with no major risk for the company. - I had active participation in the Local Books Forecast project and it was shared to Local Managers to provide them local accounting perspective and risk. - The Balance Sheet Review was performed in a monthly basis and has been consistently in green. - Monthly petty cash count was performed with non-differences vs. books. - I developed a new tool to improve the petty cash management and control. - I had active participation on the Fiscal Year-End off-site planning to rewards the F&A team due to excellent results.

  • Country Finance Forecaster

    • Sep 2011 - Feb 2013

    Prepare a monthly Best Estimate of Local Market Results; Perform a deviations analysis vs. forecasted targets identifying rout causes; Monitoring and control over the discounts and advertising budgets by Category; Review and reinforce the Internal Controls and Accounting Principles related to Revenue. Projects: Establishment of profitability levels by Category after the Prices and Fair Costs Law considering our Cost Structure; Innovate new strategies to maximize business profitability; Maintain the profit forecast reliability to take the appropriate managerial decisions; Lead the simplification and standardization of Regional managerial financial reports. Achievements: - I Lead Venezuela BPE (Best Profit Estimate) processes accomplishing 100% on time submission according to the BPE Regional Calendar and shared on time with the organization: local a regionally. - I closely worked with SRM (Sales Research Marketing) team to develop SRM Plans (Growth NOS trough portfolio management/Mix/Price List, etc.) which generated around $100MM help in NOS during the FY. - I prepared and shared the monthly NOS actual reconciliation providing visibility to management and performed in a monthly basis the MSA spending actual analysis and tracking vs. budget. - I lead the audit following process to ensure that all business owners involved in the audit review prepare and deliver the information required by Deloitte & Touche (D&T) according to the targets. In addition, I fully supported D&T team clarifying any doubt they may have about the business process. – Lead the F&A Coaching Pillar: Completed the execution of all the activities expected for Fiscal Year in terms of: F&A Recruiting Process, F&A Career Model, People Work & Development Plans, Training Program for the F&A community and the Mentoring and Coaches qualification program.

  • Account Receivable & Credit Control Manager

    • Jan 2009 - Aug 2011

    Lead the collection process timely and completed; Carry out the credit analysis granted to clients to minimize the financial risk to the organization ensuring the process are fully compliance with our Internal Controls. Projects: Lead timely and successful implementation of the Monetary Reform established in the Government; Lead the discussion related to the new service contract for the collection process carried out by a third party generating significant savings for the company; Provide training and accounting knowledge to the entire team to strengthen financial and accounting controls; Actively participate as part of the regional Customer Service leadership group to improve the operational processes in Latin America. Achievements During this period of time I led and motivated my team to take the area to the next level, where we achieved important results such as: - Being the company in the hair care manufacturing sector with the lowest DSO (Days Sales Outstanding) of the country, - Eliminated the collection process through a third party by taking it through electronically (bank transfers) generating $500M savings to the company, - Reaching a Past Due average to 10% vs the stretch budget of 15%, achieve a result of 0.4 days average of Pay Score vs. an aggressive 1 day goal, - Other: Simplify the payment application process (1 FTE reduction), Get 8 score (maximum score) from Global Internal Audit team after SOX and Local audit process developed.

  • Order Management Manager

    • Oct 2007 - Dec 2008

    Coordinate the process related to get the customer orders (electronically and Manuals), make the proper follow up to the Distribution Centers in order to guarantee timely and complete delivery of the products to the clients throughout the whole country; Lead weekly priority meetings with the logistics team to achieve monthly sales volume target. Projects: a) Analysis over the product rejection process in key customers to reduce their incidence; Optimization over the Logistics Supply Chain to increase efficiency and customer service, c) Lead the Venezuelan Monetary Reform (Elimination of 3 zero over the current Currency) to avoid interruptions over the billing process and impacts on the Financial Statements.

  • Exchange Control Manager

    • Mar 2004 - Sep 2007

    Coordinate the process related to get the customer orders (electronically and Manuals), make the proper follow up to the Distribution Centers to guarantee timely and complete delivery of the products to the clients throughout the whole country; Lead weekly priority meetings with the logistics team to achieve monthly sales volume target. Projects: a) Analysis over the product rejection process in key customers to reduce their incidence; Optimization over the Logistics Supply Chain to increase efficiency and customer service, c) Lead the Venezuelan Monetary Reform (Elimination of 3 zero over the current Currency) to avoid interruptions over the billing process and impacts on the Financial Statements. Achievements: I increased customer service results as follows: - “Orders delivered On Time” key indicator was increased +5%, reaching a total of 95% by month. - “Refusal Orders” were reduced, achieving only 1% of the total orders received in a monthly basis. - I contributed directly on the project to automate the order taking process through electronic platforms, eliminating the errors that usually were generated with the manual process.

  • Financial Analyst - Family Care

    • Jan 2003 - Feb 2004

    Perform Family Care Financial Forecasts previously aligned with local forecaster owners. Analyze actual results vs. forecast by Country, Brand and Sku level to find opportunity areas to maximize profitability. Perform financial evaluation for new category initiatives. Prepare and control the Administrative Expenses budget vs. actual figures to ensure compliance with the objectives. Create an automated simulation tool for accurate profitability forecasts for LA considering the corporate tax structure.

  • Budget Analyst - Baby Care Latinoamerica

    • Jan 2002 - Dec 2002

    Perform the LA Baby Care Administrative Expenses Forecasts previously aligned with local managers. Analyze actual results vs. forecast by Country and provide perspective to country General Managers. Strengthen financial knowledge of S&A contacts by country to improve budget monitoring and control. Reinforce internal control guidance applied on S&A expenditures.

  • Accounting Finance Supervisor

    • Oct 2000 - Dec 2001

    Lead the transition process of local financial services to the newly created GBS (Global Business Services) located in Costa Rica. I sucessfully moved local activities like: General Ledger, Accounts Payable, Treasury and Expense Report without any impact for Venezuelan business. Relocate all local A&T`s to different P&G organizations like RBU’s, Purshases and Logistics.

  • SAP Security Manager for Latinoamerica

    • Oct 1999 - Sep 2000

    Coordinate the activities for all Local SAP Security Owners in the LA region in order to ensure that the integrity and standardization of SAP security access are in compliance with internal controls to ensure that each user has the appropriate profiles according to the functions they perform. Coordinate the Y2K Project (century change, to ensure that system works properly beginning the year 2000).

  • SAP R3 Implementation

    • Feb 1999 - Sep 1999

    Mapping and matching financial process of local inventory management process. Functionality validation on Inventory Purchase Orders in SAP-R3 and its impact on the financial module for Chile Manufacturing Plant. Load inventory Master Data information for Initial Start-up of the SAP system.

  • SAP System Administrator & Montly Accounting Process

    • Jul 1997 - Jan 1999

    SAP System Data Maintenance for: FI and CO Hierarchies, CO Allocation and Distribution cycles expenses. Configuration and maintenance of the financial statements in FI and CO SAP modules. Provide perspective and training to SAP local users in a going basis, as well as the regional support if needed. Monitoring of all business processes managed in SAP, especially during monthly accounting close-out.

  • Affiliates Accounting Assistant

    • Jul 1995 - Jun 1997

    Manage and control of business negotiations with other worldwide P&G subsidiaries concerning Import and Export Finished Products, Packaging Materials, Raw Materials and any other administrative expenses. Provide monthly visibility to management about subsidiaries imbalances to be re-conciliate.

  • Plant Cost Accounting Assistant

    • Mar 1994 - Jun 1995

    Manage cost accounting process for the Manufacturing Plant, Variation analysis between budget vs. actuals expenses. After the Caracas Plant Closure, I was in charge of: Budget Manufacturing Costs Control; Management of Accounts Payable process to Suppliers; Expense Report Control, Assets control.

  • Industrial Engineer Assistant

    • Dec 1990 - Feb 1994

    Perform Plant Budget Expenditure; control of manufacturing costs for each departmemnt, Prepare Product Plant Capacity Assessment, Monitoring of production lines efficiency.

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  Banco Principal

  • Venezuela

  • Junior Auditor

    • Nov 1989 - Nov 1990
    • Venezuela

    • Review of compliance of financial controls and operational activities of different Bank Agencies nationwide.

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  Reaseguradora Internacional del Orinoco

  • Caracas Venezuela

  • International Account Assistant

    • Jul 1984 - Oct 1989
    • Caracas Venezuela

    • Responsible for Accounts Receivable and Accounts Payable related to the entire Venezuelan reinsurance portfolio