Responsible for financial operations of an 8.4B USD, 22 manufacturing sites, 6 design centers organization. Established a Toyota type training program for all finance members, in three different languages. This was a highly motivating tool for growth within the organization.Certified 20% of financial group employees (74/370) as green belt level in Six Sigma system, to participate actively in the cost reduction efforts. Developed a highly successful mentoring program to promote internal candidate promotions.• Main Financials Accomplishments:• Working with 3 regional operations VP’s, developed a challenging plan to obtain a 60M USD cost reduction to the FY2016 business plan (Apr 2015 – Mar 2016). Actual results were exceeded.• All of the above, resulted in a record 240M+ USD Free Cash Flow for the region. This contributed the corporation to perform key acquisitions in the automotive (MCI) and solar industry (Nextracker) that generated significant profits at the same time allowing our region to enter the shoe manufacturing industry.• 98% forecast accuracy process in terms of P&L and cash flow delivered within 2 days cycle

Responsible for financial manufacturing operations with sales over 4.5BUSD, running on 7 different location sites with a diversified segments that include Automotive, Aerospace, Medical, Infrastructure, Industrial and Consumer Digital, including high level of investment on vertical integrated metal mechanical and mold injection operations. Automotive sales represented 700M; 400M tier 1 with Ford and 300M tier 2 customers manufactured at 4 different sites in México.Main Financials Accomplishments for period 2007 to 2014:• Freight expense taken down from 2.9% on FY2008 to 1.2% on FY2015. (1% represents 45M USD).• 33M USD savings after Implementing a small team of Cost Engineering.• 16M USD annual savings on MOH cost reduction in 8 different projects:- 5M USD by eliminating need for outside warehouse.- 2M USD Cafeteria price negotiation.- 2M USD personnel transportation.- 1M USD Security personnel expenses.- 2M USD Brokerage and customs fees reduction.- 1M USD power tariff negotiation.• 11M annual savings by implementing reverse auction at indirect material and facilities services.• Inventory Turn Over improved from 4.5 during FY2008 to 5.7 on FY2015.• Maintained Accounts Receivables at less than .2% past due.• All these activities generated +100M USD record Free Cash Flow for the region.• Lead the M&A and accounting integration of Solectron, Saturn Automotive division and Alcatel Lucent (Nogales operations) among others. Successful transfer our Nogales, Monterrey and Ramos Arizpe facilities to Guadalajara in order to improve our asset utilization and reduce the level of overhead expense without major disruption.

Eighth Petroleum Company World wide. 12,000 employees, 16 Billion USD annual revenue.National Controller • Reporting to the Minister of Controllership for México and to the Executive Board of Directors of Pemex Gas. Responsible for a staff of 82 people.Main Accomplishments:• Implemented internal controls to monitor the production, transportation, commercialization, importation, and exportation of hydrocarbon. These controls eliminated inefficiencies and non-value added activities thus allowing the company to get record profit world-wide in 2006 of about 1.4 billion USD.• Efficient Internal controls in the handling of Future and Derivatives in power matter that allowed obtaining profit record at world-wide level in 2006.• Implemented effective internal controls in the area of sales mainly of Natural Gas, Liquefied Gas and C5 Nafta Gasoline • Implementation of SAP information system nationally in 16 modules working through integral processes.• Implementation of balance scorecard to reduce inefficiencies and increase productivity traduced on Economic Value Added – EVA.• Substituted mechanical meters for electronic meters reducing losses due to uncertainty of 2% of sales.• Provided legal counsel on issues with vendors and contractors, on cases involving disagreements, complaints or grievances, until the cases were settled.• Awarded “2005 National prize of Transparency by “Insitituto Nacional de Adminstracion Publica (INAP)” for work performed against corruption.

Mexican Power Company. 22 Million national customers. 85,000 employees, 14 Billion (USD) annual sales.National Controller• Reporting to the Minister of Mexico Controllership and to the Executive Board of Directors. Responsible for 565 people.Main Accomplishments:• Implemented internal controls to monitor the production, transportation, commercialization, importation, and exportation of electrical power. These controls eliminated inefficiencies and non-value added activities.• Implemented cost control systems and procedures that resulted in savings of approximately $300 MUSD or 30% of the total cost of the project at El Cajon Dam.• Through our audit work we were able to collect the largest claim in the industry in the amount of 110M USD to Alstom, French company, as we were able to identified that certain services were not delivered to our company.• Worked toghether with Instituto Tecnologico de Monterrey, well known institute at México, on redefining some strategic processes getting leverage of their capabilities.• Provided legal counsel on issues with vendors and contractors, on cases involving disagreements, complaints or grievances, until the cases were settled.• Awarded “2002 National prize of Transparency by “Insitituto Nacional de Adminstracion Publica (INAP)” for work performed against corruption.

Finance Director with strong experience managing Finance, Accounting, Audit and customs compliance in Fortune 100 companies. Demonstrable ability to lead organizations through growth opportunities and challenging economic climates. Focus on key metrics which drive revenue growth, inventory reduction, profitability and effective cash management. Effective team player who works across the organization to ensure completion of corporate objectives.