Acquired an existing Franchise of Filta Environmental Kitchen Solutions offering cooking oil filtration, fryer management and waste oil collection services to commercial kitchens.Responsible for business Development, finance and accounting, vendor management and business operations. ▪ Increased revenue by 90% over the course of one year by offering new services to current customers.▪ Increased customer base by 70% by securing contracts with national accounts, hospitality groups and restaurants.▪ Managed overall company cash and liquidity position of business.▪ Implemented process improvements which resulted in efficiencies and reducing operational costs by 20%.▪ Constant adaption to customer demands, organizational changes and new responsibilities.

Generated appropriate financial controls and procedures for the Procurement Function across Latin America. Provided financial and commercial support for the main five Procurement Categories: Brewing, packaging, logistics, marketing and sales and professional services consisting of a managed spend of $2.6bn a year. Supported capital investments and implemented financial projects providing benefits to the LatAm Region. Participated in pre-and post-integration phases of ABInBev Acquisition to SABMiller. Led a team of 3. ▪Grew incremental benefits over the course of two and a half years by $250m under difficult economic conditions with highly depreciated currencies across the LatAm region.▪Grew freed up cash through longer payment terms and inventory management by $140m over two and half years working closely with the finance and supply chain function. ▪Increased spend under management from 75% to 100% through spend analysis tools for sourcing projects.▪Managed capital investments projects increasing benefits in the region by $10m per year and reducing capacity constrains at the breweries and Distribution Centers.▪Implemented a cost saving program across the LatAm Region generating savings of $12.3m per year. ▪Established financial budgeting and control for the procurement function in LatAm generating savings of 20% in a $13m Functional Fixed Costs Budget.▪Implemented a budget and forecasting tool for direct materials at sku level increasing visibility and enhancing decision support in a spend of $1bn.▪Supported the pre-integration phase of ABInBev acquisition to SABMiller regarding regional third party spend, contractual obligations and projected synergies.▪Supported and managed the identification of synergies across the LatAm region for $100m + per year.▪Managed the procurement transformation in LatAm for an effective organizational structure across the region.▪Implemented a strict procurement governance in order to manage projects across the region.

Improved variable and fixed cost management within the manufacturing function across the country in 6 breweries, 2 malting facilities, 1 label factory and 1 crown factory. Administered and managed a $500m budget. Led a team of 8. ▪ Saved $10m in one year by creating analytical financial tools for manufacturing which optimized production levels and costs per brewery.▪ Saved $15m over a 3-year period in packaging materials by working with the Tax Division in reducing taxes paid in variable production costs.▪ Optimized total cost of manufacturing through benchmarking across the LatAm breweries focusing on budget control in maintenance spend generating 10% year on year savings. ▪ Optimized a $20m spare parts inventory through implementing critical analysis which led to the reduction of 5% in obsolete spare parts and the establishment of purchases through frame contracts.▪ Led the value chain analysis and reporting across the company which generated insights for the executive committee allowing to increase the return to shareholders in 200bps over the course of two years. ▪ Structured the Finance side of the Integrated Business Planning (IBP) project improving the monthly rolling forecast across the company which helped achieve the company targets in difficult economic environment.

Optimized fixed costs management by establishing procedures and policies that improved visibility of a $500m budget bringing important savings across functional areas. Structured the financial statements reporting, budget and forecasting for seven Bavaria Subsidiaries in Colombia leading to accurate decision support and increase in profits. Led a team of 2. ▪ Led the monthly closing process and performance analysis of company’s financial statements giving insights to the LatAm Regional Office influencing strategic decisions taken by commercial and operational teams.▪ Implemented the first phase of the Zero-Based Budget (ZBB) which generated $27m of savings through six different categories. ▪ Managed the cost center hierarchy in SAP which optimized the functional areas of the organizational structure and ensuring budget control and visibility.▪ Improved analysis and control of travel expenses and cell phones through creating policies that led to advance booking for airplane tickets, reduction of cell phones equipment and monthly plans optimization achieving savings of $1m.▪ Supported the implementation of the internal financial control processes across the company mitigating risks related to materials purchases and cost center management.

Analyzed fixed costs across the Country in order to reduce expenses and achieve financial targets. Improved budget consolidation and financial reporting for decision support in order to generate action plans for surpassing company targets.

Improved the daily cash flow report of funds managed by the Treasury Department which led to enhanced decisions of the Money Desk for making corresponding investments. Verified money desk operations through back office activities which guaranteed public debts notes clearing and money transfers.