Responsible for the margin expansion in the Region (+$250M in Revenue). Led the process through: Pricing, Promotion management, Product Mix management and improvements of Commercial Agreements.

Overall responsible for the margin expansion in the region, focused on activities to improve Mix, Promotion and Pricing. Additionally:- Lead the implementation of the Revenue Growth Management (RGM) processes in the region.- Train key stakeholder on RGM strategies (Pricing, Mix and Promotion)- Lead the projects to improve margin via our RGM Playbook

- Led comprehensive margin reviews with senior leaders for the region. Provided full perspective of margin drivers and opportunity areas to improve it- Reviewed and approved price changes. Coordinated the effort with marketing team to ensure our portfolio delivered the profitability target and price changes were aligned to deliver expected profit growth.- Led the update of Commercial Agreements with our Customers, ensuring these were aligned to deliver our margin targets while enabling sales growth and positive customer relations- Reviewed and approved Promotions and ad-hoc negotiations.- Designed and implemented a process to properly approve and document Discounts and Free Products, closing an important Internal Audit concern.- Designed and implemented different processes and tools to track margin in the region, which enhanced margin understanding and drove improvement in business decisions.

- Consolidate and reconcile inputs from all the owners of each P&L element. Ensure forecast and actual accounting integrity, providing visibility of issues and aligning the corrections with respective owners – This include the identification and implementation of systemic solutions to avoid issues from occurring again.- Provide to regional Leadership Team, perspective on key changes, Risk & Opportunities of the regional forecast, as well as further understanding of the position vs. target.

- Partnered with Commercial teams in different countries (Mexico, Colombia, Chile and Peru) and Regional Director to ensure that commercial plans are financially accretive, aligned with the portfolio role and built towards reaching both short and long term financial targets. Provided financial leadership in the annual pricing plans, ensuring the business maintained structural profitability while protecting our position vs. competition.- Led the financial assessment of regional product and commercial initiatives (typically, new product launches). Worked closely with Marketing and Sales to maximize the financial benefit of these, including providing input on design pricing and overall commercial strategies (such as shelving).

- Led the Financial Analysis of the Installation of new manufacturing lines for several million dollars in capital investment.- Led the Financial Analysis of Transportation & Warehousing costs related to Product sourcing changes, delivering several million dollars in saving.- Coordinated the Manufacturing and Transportation & Warehousing forecast with Plants and Regional organizations, with the objective to report to senior management Savings tracking and other structural changes.- Extra Curricular: Led the Reward & Recognition Program for the Business Unit. Designed and implemented the activities to recognize key business contributions and Years of Services in the Company.

- Led the Financial Analysis of Product and Commercial Initiatives for the Business Unit, ensuring they delivered sound profitability for the category (+20% ROR) and they were among the top Initiatives for the company in LA region.- Responsible for the Financial Planning and Forecasting of Brazilian Business, including the reporting to management, reconciliation and identification of Risks & Opportunities.- Led the External Benchmark of Key Competitors’ P/L, which provided to management a comprehensive analysis of their profitability as compared to P&G.- Extra Curricular: Led the Simplification and Work/Life Balance program for the Finance Organization, which developed workshops and Action Plans to improve the overall satisfaction.

- Led the Financial Planning and Forecasting of Raw & Pack Materials for the Region. Partnered with 6 Plants and Purchases to deliver formulation and negotiation savings for several million dollars.- Led the Cost External Benchmark of key Competitors, with special focus on formulation and supply strategy. Identified savings opportunities for several million dollars. Recognized in the region for the mastery in the Benchmark process.- Coordinated communication to Regional Management and Global counterparts of overall Supply Chain costs forecast and quarterly closing.- Extra Curricular: Active participation in the Simplification and Work/Life Balance Pillar for the Finance Organization located in Panama (all Business Units), in particular led Simplification trainings and a Work/Life Balance focus group.

- Owner of the Supply Chain Costs Forecast (For LA North and Andean Regions). Calculated, and reported to management, logistics cost forecast in a quarterly basis, providing perspective on drivers of cost changes and savings opportunities coming from operational efficiencies. Also owned the tracking of actual cost vs. forecast, identifying sources of GAP and executing action plans for improvement. As a result, Fiscal Year actuals closed with a 2% forecast accuracy- Developed different simplification tools for Forecast and actual. Avoiding several $MM in variances with important time reductions. Some of these tools were considered as benchmark for other categories- Led the identification of cost saving opportunities (for several $MM) coming from the sourcing change of Finished Product in the venezuelan business and the optimization of customization processes- Developed and deployed to the Logistics organization a Finished Product inventory target and glidepath reduction for the following 3 years, with the objective to minimize inventory position in key markets to both improve cash position and minimize damage risk

- Led the Financial Analysis of the change of Distribution Center of the Hair Color Business. Evaluated the financial proposition (and financial statements) of 3 different possible Suppliers. Provided to management a financial recommendation based on key indicators (NPV and financial health). As a result, the supplier selected was fully aligned with the financial recommendation. - Led the Financial Analysis of the Direct Shipments project. Worked with a multi-functional team to evaluate the feasibility of Direct Shipments from the Plant to the Customers (skipping the Distribution Center). Evaluated several scenarios and provided sensitivity analysis to project leader to create awareness of possible costs risks.- Led the Financial Analysis of the Refusals reduction Project in Venezuela. Worked with a multi-functional team to identify main sources of Product Refusals in the distribution process, using Six Sigma methodologies, resulting in a series of projects aimed to reduce Logistics costs while increasing capacity.- Led the Simplification of the Scrap process for Venezuela. Led a multifunctional team to re-design the process to dispose damaged finish product. As a result, a new process was established which minimized time spent in value-added tasks maintaining compliance with local regulatory processes.

- Led the development of several Tools to simplify routine tasks in forecast and actual tracking processes. Resulting in time reductions up to 10%. --> Used deeper understanding of Cost Accounting (In compliance with US GAAP). --> Linked to SAP reports- Owned the Finished Product Inventory Report for Andean Region. Shared the report with Logistics Finance Managers from the region to provide perspective on Total Inventory trends and followed up on depletion plans of non-productive inventory. This effort generated larger involvement of the Planning organization to have a more active role on the optimization of Inventories and eliminating Non-Productive Inventory.

Responsible for the purchase of Promotional Material for Marketing and Sales. Ran value analysis (quality, price and service) used to recommend jobs to the Suppliers. As a result, internal customers were fully satisfied with the products.