Strategic & Operational Corporate General Manager
focused on value creation, building structure out of chaos
Achievements
Customer focused organization
2018 – 2020
Strengthened the Corporate Services organization in Lacer from bureaucratic to customer focused oriented, implementing new processes and hiring talent, in order to have new, more precise and faster information to run the business.
Delivered solid and record high financial results
2018 – 2020
Solid growths and record top and bottom lines results year over year, no audit findings whilst change operational processes (like electronic banking) to increase efficiency
Digital Transformation
2018 – 2020
Developed and started the implementation of the IT Strategy for Lacer, including ERP, Customer Experience, Talent Management, Value Chain, Cybersecurity, Data Center, Technology upgrade and Digital Transformation initiatives
Development and implementation of the PepsiCo's Global Asset Management strategy around the Globe
2014 – 2018
Lead the development and implementation of the Global Asset Management strategy; including the development of policies, implementation of tools in +17,000 servers and +100,000 computers worldwide, the development and selling of the business case, negotiation with global suppliers, management of the project, build a work team in each continent, development of new processes, roles and controls covering the E2E process of the assets life cycle. As a result of this strategy, the risk of non-compliance was minimized, as well as hardware operating expenses decreased. As an example, LATAM delivered +$4.5MM productivity. Internal audit gave us the best rating ever given in an IT audit.
Implementation of Global IT processes and controls in Europe
2011 – 2014
Lead the implementation of global and local IT processes and controls in Europe from scratch. Risk assessments conducted and 35 SAP, operational and financial controls were implemented in 25+ operations. "Ownership & accountability" was also implemented, identifying the process owners (+100 employees), measuring them regularly and creating action plans. Europe was the lead being the benchmark for the rest of the continents, including USA.
Develop Talent
2011 – 2014
Development of key personnel, leading "coaching & mentoring" programs in IT in Europe, developing specialized learning courses in our web portal, making individualized development and career plans, and promoting them, "walk the talk ", transparency, openness and honesty.
Implementation of SOX Controls in Russia
2011 – 2014
Lead the implementation of SOX controls in Russia. PepsiCo gave me the "Finance Award" of Europe in 2013.
Manage the IT function in Europe from a financial standpoint
2007 – 2010
Build a finance team and implement processes to financially manage the IT function in Europe from scratch. More than 25 local budgets consolidated, created a network of contacts within the local finance teams. Increased clarity of shared expenses allocations. Model exported to AMEA and LATAM, with the on-boarding of their respective CFO's and CIO’s.
Outsourcing of Data Centers Operations and IT Networks in Europe, Middle East and Africa (EMEA)
2007 – 2010
Key partner of the CIO for the outsourcing of Data Centers Operations and IT Networks in Europe, Middle East and Africa (EMEA). Lead the development of the financial models by country, including direct expenses and allocation of indirect costs, reduction of legacy expenses, as well as value created by consolidation of 25+ countries. Visited most of the countries to negotiate the financials with the local CEO and CFO.
Support SAP Implementations in Europe
2007 – 2010
Lead the development of the business cases for the implementation of SAP in several European countries (Russia, Germany, Netherlands, Balkans), as well as selling it to the senior executives looking for all the necessary alignments and approvals, project monitoring, accounting, and measurement of the value generated. The projects were executed financially as planned, and exceeded IRR (22% to 25% per project).
Achieve high record financial and business results
2004 – 2007
Lead the annual operating plan process, strategic plan, monthly budgets, revenues and expenses monitoring, business reviews, achieving high record financial and business results (Bottom line CAGR 22%) during the years I was CFO in Central America (2004 to 2007)
Business Development & Top Line Growth
2004 – 2007
Actively supported the business development with the different Central America franchises; negotiating different proposals and commercial programs with our partners, elaborating new cooperation agreements, recovering the registration of brands, as well as leading the development of new more profitable business lines
Led M&A process
2004 – 2007
In 2006, together with a team from the US and as a local PepsiCo contact, I led an M&A process to acquire a cookie business in Guatemala with exports throughout all Central America region.
Business integration
1998 – 2002
After the purchase of Tropicana and Quaker Oats by PepsiCo, coordinated all the integration processes after the merger from the operational, financial and IT point of view for the Caribbean, as well as measure the realization of the synergies.
Develop Business Contuinity Plans
1998 – 2002
Responsible for the Y2K in Puerto Rico, replacing most of the legacy information systems and developing internal business continuity plans, used as a template for all operations in Latin America. Later in Europe, also defined recovery standards in case of a disaster based on business needs by country, process and application, including SAP.
Develpment and Implementation of Business Intelligence solutions
1998 – 2002
Lead the development and implementation of decision-making systems (DSS) improving the "Business Intelligence" (BI) through daily sales information and providing their profitability by product and channel. This project was awarded with the National Award of "Electronic Information Systems Directors Association of Puerto Rico" in 1999.
Implementation of ERP system
1998 – 2002
Implement a new sales and warehouse management system with handheld computers integrated with the company's ERP, improving revenue cycle. Some of the improved KPI’s: reduction of missing balances (85%) and bad debts (65%). Implement Oracle ERP modules as well.
Develop and implement Supply Chain Agile processes whilst reducing operational costs
1966 – 1998
In the supply chain area, implement new procedures and methodologies in the forecast and purchase of finished products from different plants around the World, reducing delivery times and improving cash flow (35% better), customer service (13 pp better) and reducing returns (30%). Lead the negotiations of ocean freight (TVA) reducing by 19% the maritime costs with a saving of more than $ 650M per year.
Culture change and reduce operational costs in the manufacturing organization
1994 – 1995
As plant manager, implemented a new culture to the middle managers in measuring the business indicators (by production line, shift, in use of materials, waste, productivity, indirects, etc. to take actions on the opportunities identified: the direct cost and the MOH improved by 15%. Both manufacturing and warehouses were based on JIT processes and culture