CEO and Founder at QUALITEP
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CEO and Founder - QUALITEP - Aventura, Florida
(2019)
President - SPANISH ASAP - Caracas, Venezuela
(2015 - 2018)
Achieved a 276% increase in monthly revenue in the first 3 years by growing within previous clients and increasing 125% the number of active clients. Headcount only grew 150% in the same period. Improved and documented operational, administrative and human resources processes.
Developed the QA Department and the Extended Hours team. Service and response time improved while quality comments/issues were reduced to less than 0.8%. In 2018, opened a new operation in Colombia where we have PMs and freelancers as a contingency plan and launched two new language pairs (English into Portuguese and Spanish into English) while leading the company's Sales and Marketing efforts.
Advisory Board Member - ANDROMEDA VENTURES (Conectium)
(2015 - 2016)
Worked with management to improve financial reporting and organizational structure while expanding into other business models.
Chief Financial Officer of the Corporation - CORPORACION KCP (Ferretotal & Savake)
(2013 - 2015)
Led more than 100 people (4 direct) in the Finance, Administration, Information Technology, and General Services departments. Led the financial, IT and general services of the expansion into Colombia. Worked with IT to adapt our SAP configuration to Colombia and to integrate a newly acquired company in Colombia into SAP.
Created a financial model required to comply with the new Fair Price Law which allowed the two companies to price all products. Auditors (a top 4 firm) congratulated us for it and used it as a model for other clients. Each time a store was intervened by government officials, I presented the model and justified our pricing model, convincing them not to force us to lower our prices.
Re-engineered the forecasting process to improve accuracy and drive accountability. Forecast accuracy improved by 50%.
Chief Financial Officer of the Corporation - GRUPO DUNCAN
(2012 - 2013)
Led more than 50 people (6 direct) in the F&A, Plant Finance, Systems and Projects departments. Simplified and leveled to world class the Group's accounting structure and processes reducing by 64% the number of accounts and cost centers, eliminating non value-added processes, and allowing to measure product profitability. As a result, accounting and administrative processes were considerably reduced and business/product analysis and forecast were made easier.
Drove accountability by achieving a budget by account and cost center for each of the group's companies for the first time. Participated and supported my teams in high impact projects such as SAP in Manufacturing; Sales Process Automation through a new software and a PDA; and Sales Re-structuring to reduce costs 30% by consolidating brands and changing sales processes.
Chief Financial Officer of the Corporation - WAU MOVIL
(2010 - 2012)
During my first year, led the finance/legal areas increasing EBITDA from $0.3M to $1.1M by focusing in controlling costs, improving processes, and maximizing cash flow. The company reached its top and bottom line budget for the first time. Traveled throughout USA presenting the company to 43 potential strategic or venture buyers/investors such as Amex, Visa, SAP/Sybase, Syniverse, ZTE, Uangel, Brightstar, Columbia Capital and Francisco Partners.
Prepared the financial model and data room necessary for this process. Obtained four letters of intent to buy or invest in the company (1 strategic and 3 VCs). Raised/Refinanced $4.5M of financing to cover for investments to create a Super Aggregator unit and a Miami systems platform.
The first year, the Super Aggregator unit generated $1.7M of EBITDA. Increased by 130% transfers from countries to holding through changing methods and calculations used. Eliminated the need for additional debt to cover working capital needs by internally financing the operation.
Improved timeliness and quality of processes, controls, and reports of 20 legal entities in 17 countries while unifying the ERP.
Director of Finance and Operations LA North Region (NOLA) - DELL EMC CORPORATION
(2007 - 2009)
Managed, led, and handled the local and business aspects of the Venezuela Monetary Conversion and Colombia Systems projects by working and meeting with Global IT and Shared Services after being one month in the company. Assigned the local and LA people responsible for performing the necessary tests. Both projects were successful and the business was not affected.
Led and implemented a plan that eliminated the negative foreign currency exposure in EMC Venezuela's balance sheet ($4.0M). The next quarter there was 50% currency devaluation which had no P&L impact due to Balance Sheet exposure. Improved NOLA's accounting, tax, forecasting, collections, logistic and administrative processes by understanding each process, changing the organization structure, and providing clear goals.
For the first time, many processes were done timely and properly. Eliminated commercial and legal situations which placed the newly established Colombia Sub at risk by convincing the leaders of LA, as well as, Corporate Treasury, Accounting and Tax to invest $1.1M so to fix negative equity and unfavorable ratios.
P&G Venezuela Finance Group Manager - PROCTER & GAMBLE
(2005 - 2007)
Led the Gillette Venezuela integration team finance side until it was fully integrated into P&G. Gillette in the first year exceed by 2X the targets of cost and revenue synergies committed during the integration while delivering 27% higher than expected sales.
Venezuela's profitability, forecasting, financial analysis, administrative and marketing budgets, 2nd most profitable LA country. First time in 5 years Venezuela over-delivered versus Glidepath, Sales by $77M (13%) and Marketing budget by -26%. Led Venezuela MDO effort to over-deliver vs. a $4M gap (13%) in the SG&A budget which was unpopular given tough decisions regarding people and their budgets. Venezuela over-delivered the Glidepath by $3.6M or 1.4% of Sales.
Baby and Family Care LA North Finance Manager - PROCTER & GAMBLE
(2003 - 2005)
Exercised financial leadership through FP&A and Glidepath development to over-deliver vs Family Care goals. Profits improved by $16.3 million (BT Margins from -3% to 9%) making money for the first time in five years. LA Region biggest turnaround.
Led group of 35 in Baby Care Obelisk process which generated $17.7 million in savings by setting the targets, leading discussions, pushing teams for ideas and to move projects to high probability, tracking results, and presenting to GMs. Came up with the idea of a Napkins business Asset Impairment (AI). Worked in record time with PS F&A, Corporate, and Global GBU to get approval to a $4M BT US GAAP AI Reco (very seldom approved in P&G) which improved profit margins by 3%.
Baby Care Plant Finance Manager - PROCTER & GAMBLE
(2002 - 2003)
The two-month national strike generated a 15% increase on manufacturing costs. Worked with Plant Leadership to restrict plant spending to the bare minimum while driving gap-closing interventions, including localization of production imported from Mexico. These actions led to over-delivering the annual objective by 5%.
Revised and led the evaluation of polyouters ($1M in savings). Strengthened financial controls through the creation of friendly Materials and MOE forecasting and tracking tools which made the forecast and decision-making process faster and easier.
Manager highlighted that the tools were the best he had ever seen. Promoted to Group Manager in record time, having been rated 1 (top 15%) consistently (four times) since entering the company.
Comptroller and Financial Analyst - Home Care and Additives - PROCTER & GAMBLE
(2000 - 2002)
Recognized with the Unsung Heroes Reward by the Global President due to the significant improvement in Forecast Accuracy. Developed two Gap Closing Plans which closed 80% of the $6.7 million gap in LA Home Care without impacting business health. Given a gap of $5.4 million in Additives profits vs budget, designed a stretch but balanced plan that focused on volume growth and cost reduction generating profits of $4.4 million.
Worked with Brand Managers to save of $2.3 million. Provided financial leadership in the Downy Re-launch with 25% volume growth and positive NPV. Performed financial analysis and energized management to launch a new club execution in Downy with lower price and cost savings doubling the volume.
Customer Team Finance Manager - PROCTER & GAMBLE
(1999 - 2000)
Performed self-designed portfolio analysis discovering growth opportunity by assigning credit to non-studied credit-worthy clients.
Sales and A/R to evaluate 73 customers in record time. Those customers grew 40% vs previous year (Avg. 12%). Created an easy-to-use ABC tool in Excel that reduced analysis' complexity and time to 3 days (3 months with previous tool). The tool was deployed in LA and allowed to maintain P&G diapers at a large Drugstore chain which perceived them as not profitable.
Master of Business Administration - Finance and Strategy - UNIVERSITY OF MICHIGAN, Ross School of Business Administration (1999-05)
Bachelor of Science - Industrial Engineering - UNIVERSIDAD CATOLICA ANDRES BELLO (UCAB) (1995-02)
Certificate of Proficiency in English (CPE) - English - STUDIO SCHOOL OF ENGLISH - UNIVERSITY OF CAMBRIDGE (1989)
