Weener Plastics is a full service global supplier of innovative plastic packaging solutions, with a strong focus on the functionalities DISPENSING, CONTAINING and CLOSING.The company designs, develops and manufactures added value Caps, Closures, Roll-on Balls, Jars and Bottles for the Personal Care, Food & Beverage and Home Care markets.Headquartered in Ede, The Netherlands, the company employs about 4,700 people and has 26 facilities in 18 countries worldwide.Weener Plastics in Americas is presented with manufacturing facilities in USA, Mexico, Colombia, Brazil and Argentina.

Publicly traded company - manufactures & distributes textiles flooring with a consolidated revenue of $750 million (Group level based in Europe). Responsible for all Finance (Accounting, Treasury/Banking, Budget & Cash Forecasting, Controlling, Audit and Tax) , Claims/Compliance function and oversees Payroll for US operations covering Brick & Mortar and E-commerce businesses & both Distribution Centers located in US. • Reorganized the entire finance set up including recruiting most of team and redefining processes to support both the traditional brick & mortar customers and the new Distribution Center for e-commerce customers. Reestablished the Monthly Financial Reporting (3-days reporting) and Board presentations.• Set up from scratch the Claims & Compliance role for analyzing (addressing operational issues regarding returns, shortages, PO fill rate etc.) and disputing chargebacks from customers allowing the company to recover 1.2pp margin.• Enhanced the internal control environment and governance implementing clear & concise internal policies and S&OP ( Standard and Operating procedures) in order to have a smooth and organized general flow within the company.

Taurus is publicly traded company - manufactures & distributes variety of revolvers, pistols and long guns.Headed the Financial Planning & Analysis (contract role) to build 2019 US budget using the following approach: • foundation driven supported by strategic plan and business goals;• modeled and structured through 3 statement model;• coordinated and shared with the Business leaders in order to have their inputs and accountability.

Managed the FP&A (Financial Planning & Analysis) function supporting 115 FOR EYES stores, warehouse and manufacturing. Also provided valuable information for business decisions, driven the company strategy, and reporting. Led quarterly forecasting and annual budget. Led the outside accounting firm for audit engagement.• Implemented FP&A function aligned to Group KPIs and metrics, covering daily, weekly and monthly reports including MD&A (Management Discussion and Analysis) providing consistent, timely and reliable information.• Established annual budget & quarterly forecasting processes business partnering with all senior management involved in project providing guidance, framework and obtaining accountability by key stakeholders.

Oversaw FP&A, Financial Reporting and Internal Audit team supporting 190 stores (Topsa, Vision Center, Econolentes and Solaris stores) covering Retail, Wholesale and Manufacturing businesses. Led the communication with headquarters for Finance and Legal matters. Key sparring & business partner for CEO on implementation of retail commercial policy (worldwide implemented by GrandVision). • Reduced the financial closing process from 20 to 5 days remodeling the processes and creating reporting function. Reached just a few months post-acquisition.• Achieved the fastest improvement ever within GrandVision worldwide implementing a set of key controls and addressing the weakness in all areas corroborated by Group Internal Audit team assessment.• Established the business model for stores closings and openings using metrics / KPI to support commercial and financial assessment.• Reduced the shrinkage & breakage % level in ~20% through identification of main causes, implementing KPIs per cause and monthly follow up on specific areas/categories.

Led Accounting, FP&A, Financial Reporting, Treasury, Internal Audit, Legal and IT teams supporting 110 stores (Lafam and Multiopticas stores), warehouses and manufacturing. Prepared organization to move to next level targeting leader position in Optical Colombian Market. Business sparring partner for the CEO.• Rebuilt reliability on financial reports (sales, sales by category / units, margin, operational costs, overhead costs, cash-flow) on local & group level ensuring accurate and timely information to run the business.• Reduced 20% the credit card fees during one-year (70% of the sales by credit cards) by renegotiating with banks. Implemented key reconciliation with lenses supplier addressing major issues attaining +2pp EBITA. • Integrated an asset acquisition of 71 stores (Multiopticas) across several cities into the existing structure managing contingency plans covering the credit card capabilities, banking accounts and training & communication to all stores in an extremely short period of time.• Achieved a consistent improvement on the control environment confirmed by Group Internal Audit since it moved two steps 1 to 3 in the overall assessment.• Key influencer in the corporate culture change to all other areas having a smooth transition from a family to a multinational company and addressing the sales people mindset (target and KPI oriented)

Played key oversight role for turnaround process when company had disclaimer of opinion by auditors. Managed 35 people in Accounting, Controlling, Tax, Treasury, Legal and Audit departments supporting 120 stores (Fototica stores), warehouses and manufacturing. • Stabilized ERP (Navision) fixing ERP implementation done two years before by fixing the system (interfaces, implementation key functions), training people, setting up policies, and reducing the Excel spreadsheets usage. The final outcome was achieved coming from a “disclaimer” to a clean opinion (PwC external auditor).• Reorganized reporting processes for local purposes (BR GAAP) and external (IFRS) using Hyperion. Gaining reliability and consistency achieving Group standards (quality/timing). • Rebuild reliable P&L (store level) to support critical business decisions. Implemented tool for new store openings and refurbishments to sustain the decision make process.• Restructured the Supply Chain model gained efficiency, improved Inventory management, improved products distribution and reduced the burden in the Account Payable routines. We addressed the issues:- change Contact Lenses ordering (stores were ordering directly to vendors with no limits, no supervision, no basics controls in place, poor execution, no process & procedures).- Warehouse management (no proper stock counts, huge amounts of old & damaged products)- Vendors billing (ophthalmic lenses billing was on an individual basis - huge volume of paperwork and impossible to track, register and pay the invoices).• Negotiated payroll move to another bank achieving 50% increase on 1st offer. Also renegotiated bank fees with local banks achieving 20% lower costs.• Revised Tax issues and got a saving of $ 300k+ on penalties. Dealt with State tax authorities to get the best deal to pay tax (timing).• Restructured completely the internal control over A/P, A/R and Banking transactions building a reliable Cash Flow forecasting.

Led, set up and built internal audit function in 7 Latin America countries covering all acquired and new companies during the expansion in Latin America. Fast-paced growth moving from 190 (2 countries) to 900 stores (7 countries).• Implemented and set up the audit function in each country using strategy of sharing and learning approach in quick and efficient way. The supportive mindset was key accordingly to each country maturity stage.• Co-led both ERP (MS Dynamics - AXAPTA) and Store Cash closing (Treasury) systems implementation - Mexican company (over 60 Stores) executed leading 2 different teams in two operating companies in the country.

• Prepared and defined the structure and framework to perform the test of operating effectiveness globally (based in the Netherlands) in order to be in compliance with SOX (section 404). Anticipating phases, simplifying and integrating processes resulting in better performance. Also saved +$ 12M with consultants.

• Managed 20+ auditors (including Big 4) for SOX process (Quality review on scope, mapping, test of design, test of operating effectiveness and monitoring action plans), during this period Brazil consistently kept the best performance within all ABN AMRO units and, obtaining resources rationalizing with external auditors.• Planned, defined scopes and managed auditing on banking products such as, loans, guarantees, capital markets, FX, cash management products, risk management (operational, credit and market), Compliance, Finance, Tax, HR, Legal areas, raising issues with substantial impact on business and improving performance.• Key team member setting up the Internal Audit function for Latin America and Caribbean (14 countries) for both bank and insurance operations bringing the insurance knowledge in a quick and well managed set up.

Set up the Regional Audit function for Allianz (+AGF) in South America as the leader in this process.

Responsible for auditing the 5 Latin American countries on insurance business, as well as, covering the other activities in Brazil such as, Industries, Radios, Hotels and House & Construction business.

Five-year experience as an external auditor working in Controllership and Financial Statements audit (planning and execution) in Local/Foreign companies; Banks and Investments funds as well as Insurance companies;Internal Control flow and accounting information survey execution in operational areas and back office in Local and Foreign companies; Investments, Credit and Exchange operation in Financial Institutions and Acceptance/Underwriting Process, Risk and Claims Assignments in Insurance companies.