6/2009 – 12/2009 (until the sale of the plants in USA) Finance Director of NABU (North American Business units) that comprises Ami Doduco USA, Ami Doduco Puerto Rico and Ami Doduco Mexico
.3/2009 – 9/2009 SAP Project manager for implementation in Ami Doduco Mexico (FI/CO, MM, PP, SD)
5/2008 – Today Finance Director Ami Doduco Mexico
5/2005 – TodayFinance Director Ami Doduco Spain
All Ami Doduco companies belong to Technitrol Group (worldwide player public NYSE: TNL)
Technitrol is a worldwide leader in manufacturing of electrical components for manufacturers in the data networking, broadband/internet access, telecommunications, military/aerospace, automotive and electrical equipment industries. Public in NYSE with manufacturing plants in USA, Spain, Germany, Denmark, Finland, Mexico, China, among others. The group has two main Industrial companies Pulse and Ami Doduco with a totalturnover together ranging 1 b $ (2008).
Responsible for Treasury, Cost Accounting, General Accounting, Local Tax and statutory,Reporting, Budgeting, Investment control with a direct administrative team of 6 HC in Spain, 7 in Mexico and 8 in USA and Puerto Rico. In indirect reporting 25 more HC. For North America reporting to the Ami Doduco President. For Spain reporting to the European Controller in Germany.
Spain: Solved problems with audit and control, i.e. SOX (Sarbannes-Oxley), comments in Statutory and internal audit reports. From my arrival in 2005 onwards all reports have been clean. In 2005 a tax audit was successfully passed. Rationalization of manufacturing information in SAP (standards, notifications) with savings visible from 2006 onwards.Scrap management project led to gains of 250k € (2006). Integration of the closed Italian plant into the Spanish administration (+ 60% more turnover) with no added HC. Introduction of new cost accounting controlsthat allowed reviewed conditions with customers. NOP doubled considering the Italian and Spanish plants before integration in 2005 to the status in 2006 after integration. In 2007 historical high NOP was achieved and second best in 2008.
Mexico implementation ofSAP project (almost from scratch) in 6 months leading a team of 6 internal consultants from Germany.Contribution to the improvement of NOP from losses of 2m $ in 2008 to positive NOP in Q4 09 of 0.2m $ especially with the start up of a new relevant line of business.
USA Reduction of losses to half considering Q3, Q4 09 vs Q1, Q2 09.
Puerto RicoConsolidation of gains after the negative Q1 09. For all of NABU led Due Diligence process thatconcluded with the sale of the USA, PR and one Mexican line of business at beginningJan 10.