Responsible for Finance, Accounting, Reporting, Budgeting, Investment project analysis (including due diligences, M&A processes, negotiation and closing of the deals), Managing relationships with Shareholders and Internal Control (SOX).
§Direction of the Finance, Accounting, Reporting and Budgeting teams of Group companies (financial statements, definition of accounting treatments, negotiations with external auditors).
§Leadership of M&A processes, due diligences (engagement of external advisors and consultants, definition of the scope of work and the conclusions on the worked done, negotiation of their professional fees), assessment and analysis of the consolidated accounting impacts under IFRS and US GAAP, negotiation with the counterparty (seller/buyer) of the price adjustments, conditions, SPA and deal closing).
§In charge of coordinating relationships with control organisms (CNV, SEC, etc.).
§Management of the relationship with Group’s main shareholders.
§Leading multidisciplinary and multi-located teams, with a huge cultural and age range diversity.
§Delivering internal trainings on Investment Projects Analysis, IFRS, Internal Control, FATF Regulations.
§Leading the launching of a new global business holding, including the reorganization process of the Administrative, Accounting, Finance, Controlling, Legal, Internal Control, Internal Audit, Supply Chain and Business Development areas, in light of the professionalization of the Group, which implies a deep cultural change, moving from a hundred percent family business model to a corporate multinational world class culture. Such process implies the redefinition of the corporate structure and positions, downsized certain operations, implementing career plans, coaching, training and talent retention programs. At the same time, such transformation requires to continue with the operation of the current businesses successfully and to develop and start up new business while the transition is in progress.
§Member of the team of the takeover of Axion Energy (former ESSO Argentina, Uruguay and Paraguay) assets, managing the impacts of the merger of very different organizational cultures, that such transaction implied.
§Implementation of a swap of shares in order to align the interests of each shareholder in the Oil & Gas companies of the Southern Cone of Latin America. Such transaction implied the development of valuation models, the discussion of premises, the negotiation of the final stakes and the management of each counterparty expectations, struggling with the different organizational cultures that were taking part of the deal.
§Negotiation and closing of the sale of the IT consulting business lines (SAP and Oracle consulting) of Bridas’ Group, implementing a trust structure, due to the tenor and the complexity of the deal.
§Start-up of Group activities in Colombia and Uruguay.
§Implementation of the new Bridas Group department of consolidation and reporting and of the new way of interaction between Group companies. Being that accomplishment, the first step in the professionalization of the Administrative, Accounting and Finance areas of the Group.
§Organization and structuring of Supply Chain department.