Daniel De La Rosa Email & Phone Number

United States

Rhode Island, United States

Managing a $400M P&L in 4 manufacturing plants in the USA (CA/RI/NJ/FL).Brought-in for 4 specific high priority tasks:• Re-launch the FP&A process across all Plants. The forecast accuracy was improved from an average error margin of +/- 30% to a +/-7% margin. A financial model was developed, including regular analysis of Gross Margin by part number, working with Operations to set gradual efficiency improvements, and setting expense limits by department.• Develop the Finance team in two of the plants. The whole Finance team had to be recruited in 2 Plants (2 Plant Controllers + 4 Asst. Controllers). Newcomers were trained and got fully up to speed within the first 4 months. Special support was required to stabilize the regular finance function.• Closure of 2 Plants. The challenge was to keep a tight control on key tasks: Fixed Assets selling allowed to maximize cash and mitigated by 35% the net write-off impact; inventory follow-up prevented excess of stock (excess was kept under 2% over total material), and weekly of expenses resulted in approx. 10% of savings vs initial budget.• To clean the Balance Sheet. It had been neglected previously, severely affecting the accuracy of the financial records. A clean-up was performed over a period of 3 months, resulting in a write-off of USD $1M. The areas of focus were inventory with wrong value-added/absorption, consumption issues from inaccurate BOM’s and wrongly recorded accruals and provisions.

Durango, México

Head of Controlling and FP&A overseeing 5 Plants in Mexico in 3 cities as well as the Commercial Controlling area in the USA (Detroit, Tucson, Columbus) with a combined revenue of USD $650M.Managed 2 major ramp-ups with 2 new plants: one for BMW (USD $200M revenue and 3,000 HC) ; and General Motors (USD $150M and 1,500 HC).Managed a team of 21 heads:Direct reports (4 Plant Controllers, 3 analysts) indirect reports (6 Asst. Controller and 8 Accountants)Total Head Count for the North America Region: 12,000 employees• Boosted Gross Margin by 3-5% targeting labor efficiencies in the less performing products and focusing on the price for service parts to maximize revenue.• Managed 2 major ramp-ups for large Automotive customers – Opened 2 new plants with newly recruited Controlling teams:o BMW ▪ Successful launching and ramp-up with detailed and accurate follow-up of expenses and operational KPI’s. ▪ High-complexity production with 2500-5000 individual components or pieces. Product is Just in Time and Just in Sequence. Highly complex to maintain labor efficiency given the multiple combinations for JIT/JIS.o General Motors ▪ SOP delayed due to Operational complications and issues in execution. ▪ Provided valuable experience: the project needed quick reaction to contain incurred losses and prevent the worsening of the situation. Financial guidance was key to provide Operations with insights on top offenders, such as inventory excess and variable costs utilization.o Coordinated the Budget process for the North America Region (6 Legal Entities).o Standardizing the processes across all plants for HC calculation, volume impact, efficiency and assumptions.o 6 Legal Entities – integrating bottom-up initiatives with top-down targets.o Coordinated the storyline for the monthly review to present the Regional results. Aligned the opening points to drive the conversation towards critical topics.

Durango, México

Responsible for all controlling activities at Plant level. Leaded a team of 3 senior analysts.Successfully implemented a new process and tool which improved our 13-month forecast within a range of +\-5% accuracy.Automated all standard reporting from Corporate Finance through calculations in spread sheets including Macros/VBA.Improved the cash-flow forecast to be on the top 5 out of 15 other companies within our Division.The general activities were:-Manage month-end close: financial statements and reports-Design profitability analysis by product; focusing on pricing, margins and cost savings-Prepare annual budget and monthly rolling forecast at Plant level-Oversee the quoting process for new businesses-Oversee fixed assets and CapEx-Support and coordinate all compliance and audit activities

Mérida, Yucatán, México

Controlling support for all Mexico & US locationsFinancial Report Package design - standard reporting implementedBudget process standardization for all North America locations

Durango Y Alrededores, México

Analysis / Act. vs. Bud variance analysisRolling Forecast Performance review / KPI’sResponsible for organizing stock take

Ciudad De México Y Alrededores, México

Financial Advisory / StrategyMarket reportsAnalysis and research for decision making

Research on the inflationary consequences of exchange rate systems in US and Mexico

Research on subsidies impact for small businesses in Northern Mexico

Bachelor Of Business Administration - Bba

Bachelor Of Economics