Lead the development and implementation of process improvements to the finance function to improve operational efficiency and quality of output, implemented functional categories P&L with an accurate proper fixed and variable costs allocation.Analyze recent performance and trends including monitoring and developing relevant key performance indicators (KPIs), to measure and monitor returns.Develop ways to continually improve the processes to ensure timely and accurate budget analysis and financial review for management team.Manage a team of senior managers who will provide analysis and support for LATAM leaders and forecasts for consulting sales, revenues improving and cost management providing better accuracy.Provide detailed performance level (dashboard) reports to Senior Management and Board of Directors working with the function leaders on the region.Comprehensive expense and working capital analysis, identifying areas of continuous cost improvement and efficiency.Oversee the creation of key marketing metrics that allow for initiative performance evaluations, including work involving marketing attribution analysisCreate management reports and variance analysis to provide insight on financial performancesProvide monthly income statements, cash forecasts and other assigned financial analyses to management, board of directors and Trustee of the estate.Support Corporate Treasury in preparing consolidated financial statements in accordance with GAAP to complete corporate tax returns.Optimize regional banking relationships and change the strategy for accounts payables for a global bank accountCoordinate regional initiatives in process re-engineering, systems implementations and organizational alignment.

Management of US$250 million Latin America working capital establishing definitions of supply chain &demand planning strategies, in order to optimize free cash flow, customer service, inventory level anddeveloped a strategic vision for new products introduction and supply chain, displaying financial analysis and manufacturing production plan and network design.Reduced the business obsolescence risk of $75M via weekly meetings to sell off products using different strategies and establishing production planning strategies.Led the organizational re-engineering establishing change management, mindsets and capabilities

Selected as Head of Finance to turn around an EBIT $280M Brazilian chemical business generating an $80M profit, increase sales by 24%, operating income and by 85% and gross margin by 20%. Exceeded productivity goals by $40M.Developed with Commercial teams the go to market strategy for new business to drive the business into a 45% Market Share in the 2015 Fiscal Year.Responsible for Global Manufacturing finance consolidation and financial analysis for production plan.

Prepare and coordinate annual and long range plan OpEx budget and capital investments at the plant floor level detail and also maintain and analyze product standard costs and P&L acting like a business partner with the key stakeholders and leaders from manufacturing (seeds and crop protection) procurement, freight & warehouse and customer services, focusing on maximize efficiency, profitability and proposed business actions. Leader of the Monsanto Capital amount investments in the Brazilian operations focusing on profit improvements such as: capacity expansion plans, new technologies and cost process improvement. Also has the main responsibilities for business case construction, cash flow and financial analysis.Responsible to create a new operational cost model, defining multifunctional teams with the key deliverables for Supply Chain delivering a stretch target per fiscal year. Created the new process model and procedures for capital within results more than $3M at last fiscal year in direct savings.Leader of the second phase of the advanced S&OP program that focus on Value Chain Complexity to support decision process creating alignment around a single operating plan, to which leadership holds themselves accountable. Also linking business' strategy and financial objectives to operational execution, focusing on: service level, SKU complexity, obsolescence and write off reduction, define key KPI’s, forecasting process, competences & capabilities mapping and segmented end to end supply chain

Reporting to the CEO of Brazilian Operations, have as main responsibilities of the lead portfolio of projects within more than 200 initiatives focusing on business strategy and implementation of a PMO model.Leader in developing and implementing the Balanced Scorecard aimed at long-term plan of the company supporting the company's growth.Responsible for the implementation of advanced model of S&OP to support the value chain of the business plan from the production to the level of service to Brazilian farmers.Reduced the seeds business obsolescence risk of $40M via weekly meetings to sell off products using different strategies

Responsible to lead finance projects in Latin America with a multi-functional team using ZBB methodology with a five years savings results of US$237M accumulated.Appointed to lead the cost leadership program implementation in North America and EMEA.Manage risks and opportunities communicating all levels of stakeholders.

Leader of the rebranding project of changing the company formerly named AGF Insurance.Responsible for the shared service implementation for operational activities with a optimization of US$4M.Selected to lead the SAP and CRM implementation