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Work Background
Alta Dirección CorporativaInterim CFO
Sep. 2023Cabo San Lucas, Baja California Sur, Mexico• Provide financial consulting services and serve as the interim CFO for Hoteles BF. • Develop and implement financial strategies, long-term planning, and process optimizations customized to meet each client's specific needs. • Oversee financial reporting, budgeting, and forecasting processes to promote business growth and efficiency. • Advise on mergers and acquisitions (M&A) projects by conducting due diligence, financial modeling, and valuation to support essential business decisions. • Collaborate closely with the Board of Directors, executive teams, and stakeholders to ensure that financial goals align with operational strategies at Solmar Resorts
Costa PalmasChief Financial Officer
Nov. 2021 - Sep. 2023San José del Cabo, Baja California Sur, MexicoI defined the operative finance strategy of real estate, resorts, F&B, golf, marina, experiences, franchises, trusts, and new business assessments based on actuals, previous years’ trends, and budget deviation analysis to produce forecasts as valuable tools. These forecasts helped me discover savings initiatives and foster new revenue streams to develop blue-sky scenarios and a long-term economic model. I addressed the AR, AP, payroll, accounting, ERP, IT, tax strategies, and project authorizations to meet DCF, IRR, and NPV levels defined in the long-term economic model. So then, I set up the monthly results meeting with business directors to align the team and the short-term actions needed to reach the EOY EBITDA forecast (5% margin of revenue without real estate). This comprehensive vision was instrumental for me to follow up on long-term notes’ covenants and compliance for risk control to improve the relationships with the banks, facilitate debt re-negotiations, and create a positive credit history (+ US M100).
Solmar Hotels & ResortsChief Financial Officer
Jan. 2020 - Nov. 2021Cabo San Lucas, Baja California Sur, MéxicoI planned the business expansion from Cabo San Lucas to the Caribean and Mexican Pacific Coasts, to attract new investors. It was a family-managed business, and I institutionalized the finance function: 1. I built a ten-year model supported by a data room of the company’s outlook for discounted cash-flow valuation.
2. After forensic analysis, I ensembled financials according to GAAP, took numbers from legal vehicles, and re-arranged them into business units to reconcile historical performance and tax returns with cash flows and the model´s assumptions.
3. I developed a consolidated financial deck including resorts, timeshare, real estate, golf, and restaurant businesses.
4. For Corporate Governance compliance, I oversaw the information flow (from accounting to results BOD dashboard). 5. I established clear responsibilities for each business unit controller, set up reporting frameworks, and defined KPIs to control expenses, cost analysis, revenue management, and margins to meet the budget.
6. I standardized the accounting close, tax returns, and working capital cycle processes. My achievements include: I. A GOP increase of +5pp
II. Increase forecast accuracy (reduced difference to +-3% EBITDA between forecast and actuals), and
III. The objectives alignment across functions (S&M, Operations, and IT) through the monthly results and KPIs follow-up meeting establishment.
Unlimited Vacation ClubPlanning & Operations Director
Jun. 2016 - Jan. 2020Cancun, Quintana RooI developed the FP&A function and created the purchasing department. I established the procurement-to-payment process, including three-way match, contract negotiation, and supplier management policies and procedures (+ US 1M savings in the first year). After some analysis, I learned there was a need for financial explanations, rolling forecasts, business case preparation, and administrative support for +17 Hotels in six Countries. So, I mapped the required information flow steps for the evaluation, analysis, consolidation, and transformation by the FP&A Corporate team in Cancun to prepare financial reports for the US HQ in Philadelphia. I designed the information logic, schedules, exhibits, frames, and templates to communicate deviation explanations effectively. I aligned the LATAM Director’s interests with US corporate needs through objective KPIs, precise data, and fact-based decision-making (between 25% and 40% margin, depending on the site´s typical room night occupancy percentage). We produced the monthly end-of-year forecasts and a rolling five-year financial plan for the first time in the company. It became instrumental in the capital events executed with Vain, Blackstone, and Hyatt in the following years.
PosadasDirector of Finance And Administration (Timeshare)
Aug. 2014 - Jun. 2016Ciudad de México y alrededores, México- FIESTA AMERICANA VACATION CLUB I was in charge of the financial and administrative strategy. It included managing and operating five coastal resorts and their food and beverage, activities and experiences, VIP memberships, room inventory, demand prediction based on the reservation pace correlated to previous years, expenses control, and variable cost margin establishment. Corporate EBITDA margin was maintained above 20% consistently during my tenure. I revisited the pricing of each membership level, maintenance, collecting, and other fees with the commercial team every year. I was also responsible for the collection function, policies, and procedures. The receivables aging was part of my annual KPIs performance review. We eliminated uncollectible accounts through AR true-ups and re-negotiation strategies. I used to make business decisions to ensure we fulfilled the monthly numbers. For example, once we achieved the budget in the Cancun resort, but we were 30% below the goal in Cabos, I sent the top two sales closers from Cancun to Cabo to obtain the missing revenue. I performed financial valuation for non-organic growth projects and Blue-Sky scenarios to explain how we matched the promised annual forecast to the BOD.
PosadasDirector of Finance And Administration (Loyalty Programs, CRM, and Marketing)
Feb. 2012 - Aug. 2014Ciudad de MéxicoAMPERSAND I addressed the entire financial and administration function of the business. I avoided last-minute surprises related to off-balance risk control and assessment since the revenue cycle occurs before rewards redemptions (+1 yrs. difference). In charge of the reserves, contingent liabilities, and breakage financial strategy through detailed follow-up, establishing policies and procedures (in pricing and operations), clear accounting recording guidelines and measurement, and economic impact forecasts regarding P&L and cash flow. Gross Margin increased by +10pp due to changes in pricing strategy, operative processes for clients’ experience enhancement, and establishing healthy role separation between areas. I prepared the end-of-year and long-term five-year forecasts, including a blue-sky scenario.
PosadasFinance Planning and Analysis Corporate Director
Jun. 2010 - Feb. 2012Ciudad de México- HOLDING/CORPORATE Responsible for ensuring that the company reaches the budget/forecast as planned without unpleasant surprises. In charge of the monthly Corporate Finance results meeting with all the business units, I learned if we were getting to the annual goals, why, and if there was something else we could do as Corporate Finance to help the business get to the financial objectives. I used to assess, value, propose, create, question, and help with new project authorization, new revenue line creation, savings initiatives, project valuations, non-organic growth alternatives, or obtain other macroeconomic or sudden emerging events that helped us explain deviations. I consolidated financials and prepared the BOD results meetings. With all the information gathered and supported by the business´ directors, I explained variations vs. budget, forecast, previous years, balance sheet movements, profitability vs. cash flow, and the cause-effect business operations related to the financial numbers and cash flow. I was involved in planning several data rooms, valuations, scenarios, and due diligence executions for M&A purposes on selling and buying teams (For example, airline business exit strategy, real estate properties, and hotel operation business sales in Brazil, Argentina, and Peru).
PosadasDeputy Finance Director (Loyalty Programs, CRM and Marketing)
Aug. 2008 - Jun. 2010Ciudad de Mëxico- AMPERSAND I managed the business’s profitability through the following main activities. 1) I developed the rewards catalog pricing strategy based on “loyalty points” conversion to USD according to direct cost plus margin. EBITDA margin was constantly above 30% during my tenure. 2) I managed the rewards redemption forecast. I was in charge of the inventory and purchase functions to ensure all rewards deliveries were on time at a reasonable direct cost, including freight and transportation logistics. We reduced the reward’s average ETA from 80 to 25 days. 3) Responsible for the financial statements presentation to the Corporate Financial team and assisted them with all necessary information to prepare the BoD meetings.
CitibanamexCAPEX Comptroller
Aug. 2005 - Jan. 2008Ciudad de México, MéxicoI was in charge of the authorization process for the internal projects. Depending on the Capital Expenditure Proposals authorization internal policy thresholds: a) I authorized new projects myself, or b) I signed them off and supported the business director sponsor in preparing the business case and economics for the Mexico CFO authorization or c) Additionally to all those mentioned above, I prepared the financial deck for the headquarters approval in New York. I was responsible for a budget above US 1.5B per year.
Procter & GambleLATAM Consumer Research Manager
Feb. 2003 - Jul. 2005Ciudad de México, MéxicoI was the consumer and market knowledge business advisor for more than 17 countries. I predicted demand based on trial and repurchasing historical data regressions to market and consumer tests using statistical tools (k-means, clustering, neuronal, and tree maps, among other learning techniques). I was trained in P&G’s headquarters in Cincinnati for six months, besides other knowledge pieces in the US. I deployed a “rapid assessment” tool for go/not go to market decisions based on R&D information, engineering production feasibility assessment, consumer tests acceptance, and production estimated differential costs and investment. I trained my peers in North America, EMEA, Asia, and Europe to complete the global deployment.
CEMEXMBA Summer Consultant
Jun. 2000 - Sep. 2000Monterrey, Nuevo León, MéxicoI obtained efficiencies in the cement manufacturing process as a whole. I used a Six Sigma approach with operations tools: throughput measurement, process mapping, restrictions theory, supply chain and production line balancing, lean processes, inventory minimization, and downsizing. I reduced cycle production time between 0.5% and 1.5%, representing savings between 0.8% and 2% of direct costs through plant layout and production line changes. More than twenty production plants nationwide also changed.
PwCTax Specialist Senior Associate
Mar. 1997 - Sep. 1998Ciudad de México, MéxicoAdvisor for several clients and managing a 5 FTEs team. We specialize in Federal contributions, specifically Corporate Income and Value Added Taxes for Mexico.
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