Luis Nunez

An accomplished and strategic Corporate Financial Professional with 10+ years of experience, leading financial-operation key areas with core competency in financial plannings, budgeting, strategic forecasting, corporate tax risk management, processes automation. Leading internal control and internal audit for world class multinational. A forward-thinker that excels at translating team vision into actions maximizing profitability and sustainable growth.

Corporate Financial Officer (CFO) at Bayacao Operation., Agricultural Capital Investment. (2021-10 – 2026-07)

Directed financial strategy, planning, governance, reporting, and decision support across five corporate entities

• Led budgeting, forecasting, financial planning, treasury, month-end closing, regulatory compliance, and executive reporting.
• Responsible for forecasting CAPEX ROI and OPEX.
• Designed models for business scenarios, sensitivity analysis, cashflow, working capital, and capital expenditures (Capex).
• Monthly management reviews for each entity, integrating financial and operational performance analysis.
• Reduced production and administrative costs by 12%.
• Lead the digitalization and ERP transformation processes.
• Designed executive packages for the Board, translating regional data into key value drivers and risk assessments.
• IRS- DGII TAX compliances

Senior Financial Manager at World Vision (2020-02 – 2021-10)

Multinational leader in developing and implementing projects that positively influence the lives of vulnerable children in Dominican Republic.

• Provided financial leadership for budgeting, controls, compliance, cash-program portfolios, accounting, and supply chain; led eleven accounting professionals.
• Simplified Finance and IT processes and automated Procurement and Administration workflows, strengthening cash-flow management.
• Programs budget preparation, execution, monitoring, and alignment with corporate policies. And full responsibility of FP&A

Financial Manager at RICHLINE GROUP DR (A Berkshire Hathaway Unit) (2017-01 – 2019-08)

Led annual and quarterly planning, divisional P&L management, consolidation, cash management, production-cost control, and a finance team of nine or more professionals.

• Strengthened financial-operational policies and procedures.
• Enhanced production costing through activity-based costing improving decision support on pricing, manufacturing incentive programs, and inventory control.
• Implemented consolidated financial statements under U.S. GAAP
• Executed variance analysis by SKU and production segments.
• Evaluate margin optimization and cost structures across segments identifying regional operational efficiencies.
• Partnered across production departments reducing operational inefficiencies and production wastes.
• Sensitivity analysis, cashflow, working capital, and capital expenditures (Capex).

Internal Audit Director at MOLINOS MODERNOS INC. CMI (2011-11 – 2016-12)

Directed the annual internal audit plan for three manufacturing plants and five distribution centers in the Dominican Republic and Puerto Rico; supervised six internal auditors.

• Evaluated financial and operational compliance, efficiency, risk, and value preservation, presenting findings-recommendations to the Board of Directors.
• Improved controls over production costs, project capitalization, financial reporting, raw-material utilization, and outsourced marketing expenditures.
• Corporate workshops strengthening operating policies and procedures.

Financial and Operation Controller at FRITO-LAY DOMINICANA (PEPSICO) (2009-06 – 2011-11)

Managed financial reporting, value-chain costs, capital investments, manufacturing costs, corporate compliance.

• Lead financial cycles by coordinating annual budgeting, templates, and periodic treasuring forecasting across units.
• Developed product-segments financial statements, break-even analysis, SKU cost models, and manufacturing KPIs.
• Execute comprehensive variance analysis by country, entity, product, and cost center to implement corrective actions.
• Reduced raw material costs by 5% through supplier incentives and payment-term strategies.
• Improved controls over warehousing, packaging, inventory handling, and production scrap.
• Automated KPI scorecards, forecast accuracy trackers, and standard FP&A working files.

Financial Director at WARTSILA DOMINICANA, (2005-04 – 2009-03)

Service and Power-plant implementation and energy sector. Led finance, project-investment controls, payback analysis, budgeting, monthly reporting, working-capital processes, fixed assets, costing, and a team of eight professionals.

• Lead regional financial cycles by coordinating annual budgeting, templates, and periodic forecasting across units.
• Design executive packages for the Board, translating data into key value drivers and risk assessments.
• Execute comprehensive variance analysis by SKU and cost center to implement corrective actions.
• Build advanced models for business scenarios, sensitivity analysis, cashflow, working capital, and capital expenditures (Capex).
• Evaluate margin optimization and cost structures across segments to identify operational efficiencies.
• Govern financial tracking by maintaining KPI scorecards, forecast accuracy metrics, and standard operating procedures.
• IRS- DGII TAX compliances

BS in Accounting – Mercy College, New York USA

Executive MBA – Barna Business School, Santo Domingo, R.D