Juan Carlos Ulloa - Finance Director, Pharmaceutical Industry

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Work Background

AstraZenecaFinance Associate Director Global Finance Operations

Apr. 2020Costa Rica• Managed successfully the R2R operation of the Americas region and later the global Rare Disease Unit for over 50 company codes in 25 different countries by seamlessly delivering trusted financial reporting through scalable and sustainable R2R process excellence. • Oversaw the operation of the BPO outsourcing company (20+ individuals spanning two countries), defining and meeting key productivity indicators, setting and achieving challenging efficiency goals, and driving sustainable operation excellence. • Implemented successfully a corporate reconciliation and journal entry system to manage and reconcile all the balance sheet accounts entry posting, improving the accounts risk management, the control environment, and setting appropriate ways of working in the organization. • Implemented a new global operating model, and standardized the way R2R operates and provides support. Exhibited project flexibility to lessen the load for the implementation of other key projects. Developed new tools to enable the model. Additionally, achieved BO process tower realignment, realignment of BO controls, and BO SOP update and standardization to the new structure. • Drove an initiative to automate all SAP and ERH close periods globally. Eliminating all manual interventions and increasing all SAP/ERH close metrics to a 100% close completion rate for most of the year. Defined a strategy to automatically close all other sub-ledgers for 2022. Additionally, the team was able to consolidate & standardize the methodology for all the Forex accrual across markets/regions • Led successfully a corporate strategic initiative, integrating the Rare Disease Unit into AstraZeneca. Developed the plan, influenced key senior business partners to adopt standard policies, and partnered across different companies to harmonize R2R processes and operating models. Received the Finance Excellence Award for this effort.

Intel CorporationFinance Manager Sales & Marketing FP&A Hub

Aug. 2016 - Apr. 2020San Jose, Costa Rica• Managed successfully a $2B annual budget over 21 organizations worldwide by performing the forecast, budget execution, and financial close. Led a team of 30 analysts and managers, meeting all indicators with 90% customer satisfaction. • Led the transition of FP&A services to the CR and Malaysia hub, and strategic organizational transformation aim to better support the company’s growth strategy. Planned and managed the project, achieving all key milestones as expected and the required return on investment. • Led the FP&A Center of Excellence thru the most ambiguous. Inspiring engagement, collaboration and teamwork. Continuously caring for the team and working together to solve issues. Achieved the highest people engagement scores in the organization worldwide. • Implemented process improvements thru standardization and automation in the financial close and update processes. Formed a cross functional team to drive the changes, which resulted in 4K hours in savings. • Implemented and executed corporate finance world class close efforts. Eliminated non value add tasks achieving a 10% process efficiency worldwide.

Intel CorporationFinance Manager Factory and Support Organizations

Nov. 2011 - Aug. 2016San Jose, Costa Rica• Managed successfully a $200M annual Factory Budget. Led a team of 10 analysts, meeting all quality, service and cost indicators with above goals on stakeholder feedback. • Coached a team to improve factory product testing processes. Influenced and advocated the finance position in the project; collaborating with other finance groups to gain support. Project resulted in $7.5M savings. • Created a compelling and inspiring new vision for the Factory Finance Organization. Implementing process improvements and creating an investment portfolio. Achieved over $100M in cash savings and productivity improvements of around 10%, while continue achieving top employee feedback scores. • Implemented a cost strategy for the CR Factory. Leading an interdisciplinary team, defining and implementing goals and plans. It achieved $15M savings in spares, stretch consumption goals met, 40% FSE (field service engineers) spending reduction, $1M in energy conservation efforts, and elimination of 73% of our contingent workforce. • Led a team that planned and executed remaining factory shutdown actions. Solving complex issues, such as complying with FTZ law for asset nationalization, and contract management with vendors. All shutdown activities were completed in record time, budget remained on track, all spending drivers were eliminated and all asset disposition was handled compliantly, reducing financial exposure from $1M to around $200K. • Developed a segmentation strategy to improve worldwide factory cost structure against the competitors. Led the group in defining clear goal, objectives, resources and plans. It recommended specific areas where segmentation yielded savings ($32M and $12M in risk avoidance). • Drove a strategic recommendation to accelerate smartphone volumes in Latin America. Played an active role in a cross organizational group, actively challenging and providing a solid business proposal, resulting in an alternative plan to enter the Latin America market.

Intel CorporationFinance Manager Accounting and AP SSC

Sep. 2009 - Nov. 2011San Jose, Costa Rica• Managed successfully a corporate accounts payable operation of around $1.8B in annual payments. Led a team of 60 analysts and managers, recurrently meeting all service and quality indicators with positive stakeholder feedback above 90%. • Defined and implemented a vision to improve the organization performance. Defined focus areas and coached the team to drive actions. Group achieved improvements in OTP (On Time Payment) from 89% to 93%, discounts achieved from 92% to 98%, in the customer survey from 85% to 91%, and achieving the goals in all areas. All while achieving top employee feedback scores. • Implemented successfully a corporate reconciliation system to manage and reconcile all the balance sheet accounts ($120B), improving the accounts risk assessment, analysts’ workloads, and the quality of the variance explanations.

Intel CorporationFinance Manager AP Capital SSC

Jun. 2008 - Sep. 2009San Jose, Costa Rica• Managed successfully an accounts payable operation of around $500M in annual capital payments. Led a team of 12 employees. • Increase the group’s scope by successfully transferring and absorbing other tasks from other global organizations, achieving all milestones and bring its indicators to green status after more than a year of being in red. • Recovered around $900K in unclaimed credits, doubling the recovery of the previous year in just 2 quarters, and exceeded expectations on all supplier response rate indicators.

Intel CorporationFinance Project Manager SSC

May. 2007 - Jun. 2008San Jose, Costa Rica• Led the successful transition of the accounting processes from Latin America to Costa Rica. Planning and coordinating several deliverables in an ambiguous environment. All tasks were transitioned in 9 months, while achieving all milestones and under budget. • Developed a resource planning tool for the SSC to better manage resources and do forecast and scenario planning. It was primarily used to make resource decisions for process transitions into the SSC.

Intel CorporationFinance Manager Intercompany Accounting SSC

Mar. 2005 - May. 2007Costa Rica• Managed successfully an intercompany accounting operation. Led a team of around 6 employees. • Led, developed, and executed a successful transition of US Intercompany Accounting into the CR SSC. It achieved all success criteria & 100% performance against schedule, while being the first team to achieve this status. • Implemented process improvements thru standardization and efficiencies in the intercompany accounting area. Formed an energized and diverse cross functional team to drive the changes, which resulted in around 15% headcount efficiencies. • Increase the group’s scope by successfully transferring and absorbing tasks from other SSC organizations while keeping solid service and quality indicators.

Intel CorporationFinance Analyst Factory Support

Sep. 1997 - Dec. 2001Costa Rica• Managing the Close, Cost and Budget cycles. Experience working in cross functional and international teams. Experience in ERP, SOX, and USGAAP.