Ignacio Alfaro Email and Phone Number

In charge of the team that handles Raw/Pack Materials forecast, as well as leading systemic interventions in the forecast processes.

Leading America's Treasury Banking Operations Team: Controls Compliance, Bank Relationships, Accounting and Transactions execution

• Led the Latin America income tax forecast process and communication to management• Corporate Taxes SPOC for Regional Projects• Ensured compliance with business models to optimize tax costs.

• Led the establishment of the Records to Report Team in San Jose• Developed and applied all project phases, while contributing to the global vision definition and organizational health check• Led the intervention for the Manila Service Center team, delivering the final product in 4 months which enabled the Fiscal Year End results improvements

• Led the merger of 4 organizations into one that provides One Window E2E P&L support on actuals and forecast data to all North America’s P&G Forecasters, Corporate Functions, and Company Stewards (among others)• Project completed in 9 months and delivered a productivity of 40% with no business disruptions on the most important region for the company• Value added services and more responsibilities were incorporated to the new organization

• Created and led the implementation of 5 critical intervention plans to improve the LA logistic operations, which constantly faced threats services stoppage from vendors for the entire region • In less than 9 months the following results were achieved: o Eliminated backlog of invoices pending to be paid o Aligned 5 different functional teams to improve the E2E logistic invoice payment process, reducing manual intervention by 50% o Led the cleanup of 108 LA Vendors Statement of Accounts

• Led the discovery, development and implementation phases of productivity and operations accuracy tools for the 3 Service Centers (Manila, Newcastle, and San Jose) o Productivity savings of monthly 650 hours and quality / control improvements o Improvement on SLA compliance on answers to customers from 60% to 99% o Going digital with tasks status through an intranet dashboard (instead of emails) • Led critical intervention program to reduce by 1 week (20%) the submission of Global & Corporate data for Wall Street (recognized as best in class program)

• Developed a new organization in San Jose to provide support to the LA Total Delivery Cost (TDC) Forecasters, as the pilot region for the global project (structure was reapplied to all other regions)• Included roles definition, staffing & training plans, process evaluation, defining transition strategies, success criteria definition, tests and hyper care• Enable the reduction of overall P&G Forecast cycle from 7 to 5 weeks at that time• Developed 3 individuals for promotions

• Requested to go on a special assignment to provide support to seven TDC Forecasters, during a major business transformation they were going through. o Zero impacts on financial and accounting data during the transition. o Created a new template to perform their tasks in a faster (75% total time reduction) and in a standard way, which allowed them to have more time for data analysis.

- Led the Operations Team (18) who performed the accounting processes to close the books for all plants in North America, as well as leading monthly Balance Sheet Reviews.- Started as a team leader but results and leadership shown in the role led to a promotion in August 2007- Led several process improvements to perform the tasks in a more accurate and faster manner (excess time, incidents / issues, red accounts reduced in more than 80% per item).- Developed 6 individuals for promotions.

Started as an accountant in Costa Rica. This was my first job and became an expert within 6 months in the role. I also started developing people through trainings and process analysis; earning and international assignment in Connecticut despite being a junior employee. In this assignment I: - Reviewed and reconciled over $1MM for Temporary Labor service payments which according to service providers P&G owed. After the review and reconciliation, I showed that ~30% of the amount was already paid, we honored the other 70%, and created a new process to eliminate root cause.. - Ensured all plant costs were properly reflected in SAP, including standard costs for all plants SKUs.