Victor Castro Email and Phone Number

Industrial company that produces gearboxes for cars, I am responsible for financial & accounting control, compliance, financial and tax planning, supervise the annual budget and its monthly controls, to attend the external, tax and transfer price auditors.

Working with two clients one is a Security hardware and software wholesaler which imports from different countries to distribute in Chile. And the other one is an agro-industrial company which exports blueberries to Asia. With the security company the responsivity was to reorganize the accounting department specially the link between imports, costs and treasury. On the other hand they needed to create the FP&A department to control sales, margins per product, customer, supplier and by channel, to control customer incentives and commissions to sales people.The consultancy in the agro-industrial entity was to implement SAP they had a local ERP that was not enough for their future purposes, we work with their team to adapt all the information and migrate to SAP, we implement the Controlling module that they didn't have, so we needed to train the finance team and to analyze the accounting information in order to have the correct reports under this new module.

LATAM financial, accounting, budget and forecasts controls, cash and tax planning. To control the industrial costs in the Jojoba Farm in Argentina, (Harvest and Oil Production) and prepare all the costs and results reports to the industrial board.• In 2019, I successfully implemented SAP in Brazil and Argentina, two commercial sites, and one industrial site, I set up all the costs structure in the Jojoba farm in La Rioja, Argentina.• Planful, which is a reporting e-tool, was implemented in all the LATAM countries according with the project plan.• In 2021, I implemented two shared services Invoicing and Credit and Collections.o The Invoicing Share services in Colombia, which attends all the LATAM countries. o Credit and Collections shared services: in Argentina for the south cone (Perú, Chile, Argentina, and Brazil) and in México for the north cone (Mexico, Guatemala, Costa Rica and Colombia)

Reduce the bad debt level in 10%, automatize and reorganize the broker commissions procedure, procurement and accounts payable modules PMO.

In charge of Controlling, Accounting, Credit, Treasury, Systems, Regulatory Affairs (taxes and legal), of Schneider´s Chilean subsidiary. With sales of 90 million Euros per year and 600 employees.• Created the first Shared Services Center in Latin America for Schneider, merging the financial areas of two companies from the same group in order to reduce costs, increase the productivity of the financial area and improving the generation of reports to enhance decision making.• To merge the sales operations of two companies which belong to the Schneider Group, setting up a team with strengths in Big data, Customer Services, Logistics, SAP and finance to cover all the operation value chain, assuring all processes are completed accurately and on time. Merging two brands and sales teams into a single team.• Financial support to the relocation of Schneider’s industrial and commercial facilities, through ROI analysis and the industrial and commercial foot print future costs. Important savings were achieved for the company.• To merge by absorption of three legal entities, creating teams for specifics functions e.g. Human Resources, Legal and Taxes, Logistics, Purchasing, Finance and IT thus reducing costs and improving the efficiency of all back office processes.

Responsible for Financial Planning, Internal Control, the restructuring of the subsidiary according to the changes in the countries macro-economic situation, as well as for its integration with the Colombian subsidiary.• Successful negotiation, with an important mechanical metal supplier for the financing of a 20MUSD project through a SWAP of Bolivars and USD whilst complying with Venezuela’s strict foreign currency controls, managing to collect the required currency on time.• Led the reorganization of the logistics processes of the Venezuelan subsidiary, a team was formed involving the commercial, logistical and financial areas, increasing the level of customer satisfaction by 15pts, reducing lead time and low turnover stock.• Implemented SAP throughout the Subsidiary.

Directing the administration, financial planning, management control, credits, treasury, logistics, taxes, human resources and systems departments. • Led a team for the implementation of an EDI information system for the distributor channel in which distributors could send and track their purchase orders, obtain information regarding back order of services and products, in addition to knowing their credit. With successful communication we managed to increase the customer satisfaction index by 10 points, as well as reducing the costs in the customer service center and generating efficiency throughout the value chain.• Implementation of the integrated quality management system and training a professional team to manage the system , reducing operating costs, establishing synergies between areas, and programming periodic audits following ISO standards.

Administration and control of the initial operations of the Peruvian subsidiary, my responsibilities included: Accounting, treasury, preparation and monitoring of the annual budget, reporting to the parent company, and information systems. Due to the exponential progress of digital cameras Polaroid closed its operations in Latin America and I was responsible for the Peruvian subsidiary closing in 2002.• Implemented the integrated management system as a complementary part of the implementation of the new ERP, all under IRFS regulations. A working team was formed with the financial, commercial and systems area. The project was completed on time according to plan, generating efficiency in the normal operations of the subsidiary.

Responsible for Foreign Trade operations, treasury and cash flow planning, suppliers and logistics. In charge of the preparation of the annual budget and its controls, as well as reporting to the parent company in the USA.• Successful negotiation with foreign suppliers of hardware and software to refinance debt thus giving continuity to the local operations. We managed to extend the payment terms and the level of purchases were reduced.• Successful negotiations with banks to obtain short-term financing, obtaining preferential rates and payment terms.

• Modernization of industrial cost control processes for a thread dying service company. • Implementation of and ERP system for a Volvo Car workshop.