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Work Background
Founder, Managing Director & Global Strategy Advisor
WHY StrategyFounder, Managing Director & Global Strategy Advisor
Oct. 2020Managing Director, partnership assessment and selection and lead advisor for WHY Strategy. Working on high level advisory with Board Members, Executive Management, C-Suite, Family Owned Companies. Main focus is to clarify and draft a clear objective and action plan as well as loop in recommended partners for specialized parts of the execution, putting people (leaders and executioners) at the center of the strategy to be able to meet project deadlines, productivity/growth objectives and organizational continuity.
Global Strategy Advisor
FreelanceGlobal Strategy Advisor
Jul. 2019 - Oct. 2020Global Strategy advisor to General Management, Finance and Operations Local, Regional and Global leads, with focus in practices of business transitions and transformation, creation of shared services, forecasting hubs, centers of excellence and consolidated operative headquarters. Also advisor in areas of Business Continuity, Commercial Strategy Finance for areas of Retail, Go to Market Execution, JBP and True Scorecarding and Point of Sale. Currently working by project both independently and by invitation through boutique consulting firms such as Synfiny Advisors, Veritux, GLG and Lynk. My job is to work side by side with my clients to assess alternatives for the future using my experience and the collective experience of my network as well as the teams built for their needs. I'm a hands on partner focused on making things happen and moving forward, managing the company goals, organization specifics, business challenges and local considerations. I've worked with multinational consumer goods companies, fast fashion retail companies, appliances companies as well as the board of family owned companies looking to professionalize the way they work.
[Global Role] Executive Director Global Financial Services - Transformation Project to Execution-
The Estée Lauder Companies Inc.[Global Role] Executive Director Global Financial Services - Transformation Project to Execution-
Mar. 2017 - Jan. 2019Mexico/New York/PanamaLeader of the transformation? development and delivery of Global Financial Services, for the North America and LATAM Regions, and long term vision for Global support. Responsible of defining initial services, organizational structure, staffing requirements and management/governance processes, including value case validation and building blocks, as well as implement and execute, partnering with Global Finance teams and reporting to Executive Management on progress and results.
[Regional Role] Regional Finance Governance & Controlling Director LATAM
The Estée Lauder Companies Inc.[Regional Role] Regional Finance Governance & Controlling Director LATAM
Mar. 2015 - Dec. 2017MexicoResponsible for governance and internal controls across LatAm including the harmonization of processes meeting both accounting and business needs, ensuring simplicity in execution for users and compliance, despite being only region left not in SAP. In charge to develop regional analysis to identify main o strategic opportunities for the region. Lead special projects in partnership with key external partners i.e. Taxes, Affiliate Capitalization, Real State, SAP implementation, etc - Coordinate Controls Facilitated Self Assessment (FSA) in preparation for ICD across affiliates in LatAm identifying key control opportunities to be addressed timely. - Lead Capex & Fixed Asset cross functional process mapping for ELC working with Global, Regional and Local groups to develop a new process and training on key policies. Training to +50 multifunctional players across LatAm to be reapplied globally. - Coordinated analysis of Returns for the LatAm region, including: analysis at affiliate level and best practices from outside the region. Delivered Long range plan targets for returns within each affiliate with specific opportunity areas to drive action plans. - Single Point of Contact for main global initiatives within Estee Lauder: Global Marketing project management initiative, Leading Beauty Forward (effort to consolidate reporting and accounting processes, while harmonizing operation globally). - Responsible for LatAm Regional expenses across 4 countries including forecast, planning, optimization for business agility plans and funding/management of regional projects like SAP implementation across different countries.
[Local Role] Financial Planning Manager Mexico
The Estée Lauder Companies Inc.[Local Role] Financial Planning Manager Mexico
Jun. 2014 - Feb. 2015Mexico City Area, MexicoFinancial Planning Group Leader in charge of Prestige Brands: Estee Lauder, Clinique, Mac, Bobbi Brown, La Mer, Jo Malone, Smashbox, Origins, Tom Ford and Aramis Designer Fragances. Responsible to deliver against Financial Plan while oversee mapping of responsabilities and recommendation of group restructure to meet business needs and address changes made in core partner organizations internally: Controllig and Demand Planning. Redefined ownership in core Finance topicas as Pricing & Revenue Management, CAPEX plan and control, Profitability Analysis and Metrics. Financial Estimate harmonization with newly executed SIOP process - Lead mapping of structural changes within finance to propose new structure, roles & reponsabilities to meet future growth plans with the correct financial structure. - Complete restate of CAPEX controls and strategy, cleaning accounts in excess of ~$2.3Musd while armonizing the accounting/planning/cash fow strategy going forward.
[Global & Regional Role] LatAm Sales Finance Manager for Retail Channel + P&G Brand Finance
Procter & Gamble[Global & Regional Role] LatAm Sales Finance Manager for Retail Channel + P&G Brand Finance
Mar. 2011 - Apr. 2014PanamaResponsible to support the Sales VP in LA and its Modern Retail lead team to deliver their top strategies (shopper based design, sales development organization/retail execution, customer development), while ensuring trade funds are spent efficiently delivering annual savings and reapplying best practices across different countries/customers. - Lead recommendation Global P&G Merchandising costs in excess of +$300MM allowing improved flexibility and right decision making on market building activities vs. base administrative expenses. - Delivered of +150MM net savings within the Retail Finance Organization in LA via analysis of trade funds and loss analysis. - LA single point of contact for the Global Accounting Simplification reducing from 1400 to 250 major accounts. - Global Club Cash & Carry Finance Manager in charge of developing plans and cascading strategies to grow the channel (+400M inc revenue) while improving profit margins.
[Global Role] P&G Gillette Plant Accounting Manager – Asset Transfer Manager
Procter & Gamble[Global Role] P&G Gillette Plant Accounting Manager – Asset Transfer Manager
Jun. 2008 - Mar. 2011Mexico City Area, MexicoResponsible for Capital Expenditure and Fixed Assets Control (200MMUSD) for Gillette Mexico Manufacturing site. Finance Manager of Central Manufacturing Cost in charge to lead Cost Reduction Plans and Controls Stewardship. Starting 2009 was appointed leader of the asset transfer from South Boston & Devens Plants in the US, to the new Gillette Plant at Irapuato. - Design to execution of the Gillette Asset Transfer Management from Boston, MA to LA, moving over 300MM worth of Fixed Assets and spare parts, across 6 locations in 4 countries providing end to end solution (Accounting, customs, legal, engineering). - Inter-Company Process designed is now the Global Standard at P&G for asset management across all Business Units. - Implementation of a new SAP Module to Maint & Storeroom within site including tailored module for Gillette Spare Parts.
[Regional Role] P&G Mexico Marketing Investment Analyst
Procter & Gamble[Regional Role] P&G Mexico Marketing Investment Analyst
Apr. 2007 - May. 2008MexicoDesign & implementation of new Best Profit Estimate process for the Marketing Budget to standardize 4 different Regional Business Units in LA covering 38 brands in excess of $260MMUSD single reconciling from Initial Profit Forecast to date for each brand achieving a 98.2% forecast accuracy of actuals vs. budget by the end of FY07/08. Project involved 52 contacts (30% abroad). - Process designed not only delivered the highest forecast accuracy in over 5 years for Mexico but was adopted and reapplied across all countries in LA by 2008 end, still being the standard process for all Regional Business Units.

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