Rafael Ortega

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GENERAL MANAGER

Enterprise Solutions PSE, S.A. de C.V.

Aug 2018 - Aug 2020 (2 years 1 month)

Business Consulting and Advisory Company specialized in:  General Administration.  Credit & Collection management  Processes definition and implementation  Financial Strategy  Internal Control  Budget Planning and Control  Accounting processes and updating  Business Intelligence  Forensic Audit  Main clients: NESTLE, PHILIPS, AVON, GRUPO PLAN B.

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CFO

Philips & Funai Mexicana, S.A. de C.V.

Apr 2015 - Jul 2018 (3 years 4 months)

Responsible for company financial performance (Financial Position, Cash Flow, working capital, Value Increase, etc.), tax management and strategy (IFRS, MEX GAAP, import / export, etc.) Financial Reporting´ to Headquarters in Japan, likewise, responsible for JSOX alignment and application, internal and external audits attention, OTC (Forward, swaps, etc.) strategic management, Banks and financial Institutions relationships management, Transfer Price management and CEO support. Company with annual sales by $ 100 million MXP.  I developed new internal processes and Business policies, with focus on efficiency, internal control and increase value.  I aligned JSOX in the company.  I ensured adherence to Internal Control and processes.  We ac

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GENERAL MANAGER

Innovación e Ingeniería Empresarial S.C.

Oct 2009 - Mar 2015 (5 years 6 months)

Responsible for business integral management (Finance, sales, marketing, legal, human resources. Business development, new customer prospecting, etc. Direct management for main customers. Consulting firm dedicated primarily to provide professional services to "PyMEs", such as Accounting advice, Tax, administrative (Policies, Procedures, etc.), designing and planning of financial structure (NIF, Financial Statements, Cash Flow, Forecast, etc.) internal control, Balance Scorecard, KPI´s, personnel training and business consulting, Advice for obtaining funds Federal and State Programs among others.  I built the company and defined all internal processes and policies.  I completely defined the business model.  I established an alliance with

Regional Sales Controller

Nestlé Mexico

Aug 2007 - Sep 2009 (2 years 2 months)

Financial management for $ 3000 Million USD sales annually, insuring customers profitability, keeping efficiency on sales volume monthly concentration and Annual Business Plan Development, Tracking and adjustment. Aligning sales results with original budgets for all different business units (Product category).  Commercial Policies and procedures Definition and application based in best practices.  I was a member for the Finance Steering Committee and Sales Steering Committee.  Monitoring sales promotions, responsible for authorization under Profit analysis and positive results.  Efficient Control budget.

Account Receivables Regional Manager

Nestlé Mexico

Jan 2005 - Jul 2007 (2 years 7 months)

Responsible to insuring collection annual value for $ 2.5K Million USD, keeping risk level for all company customers.  I reduced 80 days for ´Overdue Days´, achieving the lower Nestle American Zone Levels with 26 days for ´Overdue Days´ ($ 125 Million USD Annual efficiency).  I Achieved Head Count reduction by 50%, thereby increasing people´s profile and team results.  I Achieved Successful SAP Implementation.  I Achieved Activities Transfer to Service Center Nestle in Latin American.

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Commercial Planning Manager

NESTLÉ BRAZIL

Aug 2003 - Dec 2004 (1 year 5 months)

Responsible for the annual Commercial business plan´s Integration, tracking and adjustment for ´Chilled´ Category with annual sales value by 600K Million USD. Profitability Analysis and Reporting by Channel, Customer and Product and Expense budget control.  Commercial Integrated Plan´s Definition between Marketing, Sales and Finance areas.  I established efficient sales bonus programs for sales force.  I aligned Commercial conditions for Sales channel.

Key Account Manager

Nestlé Mexico

Apr 2002 - Jul 2003 (1 year 4 months)

Responsible for wholesale customers development. Sales Management, promotions, customer profitability and brands for ´Chocolate & Confectionary´ Channel.  I increased percentage channel participation in the Region by 2% vs. total company sales.

Customer Service Manager

Nestlé Mexico

Jan 2000 - Mar 2002 (2 years 3 months)

Responsible for ´Fill Rate´ levels for wholesale channel (60% of total sales company). Call Center Management for sales, Carriers and Customer attention.  I Increased ´Fill Rate´ levels in the channel by 12%, having a direct positive impact in 7.5% for total company ´Fill rate´ level.  I Developed internal Cross dock for wholesale channel management, achieving an annual reduction in Distribution Cost, by 2.5 Million USD.

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Senior Auditor

Nestlé Global Services Spain

Jan 1999 - Dec 1999 (1 year)

Responsible for Internal Control audits, for factories, distribution centers and centralized areas (Marketing, Accounting, Treasury, Legal, HR, Sales, etc.).  I formed the local auditors group in the Nestlé Best Practices regulations and Internal Control Policies.  I also formed this group in Internal Audit Procedures.

Senior Auditor

Nestlé Mexico

Aug 1995 - Jun 1998 (2 years 11 months)

Business Assurance Group, México. Financial, operational and internal control Audits, for factories, distribution centers and corporate areas (Marketing, Sales, Logistics, Supply Chain, Accounting, Controller, Legal, HR). Preparation of the final opinion for each audit reports with the situation found and recommendations agreed with those responsible for each area. Reporting directly to CEO & CFO.  I found opportunity areas with lack of control with important impact for the company around 150 Million USD.

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Senior Auditor

Gepp Pepsi Tepic

Sep 1993 - Jun 1995 (1 year 10 months)

Financial, operational and internal control Audits, for distribution centers. Preparation of the final opinion for each audit reports with the situation found and recommendations agreed with those responsible for each area.  I found important areas with lack of control and I proposed changes in internal operations to avoid risk.

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Junior Auditor

Deloitte & Touche

Jul 1990 - Aug 1993 (3 years 2 months)

Support in Fiscal & Financial Audits application, Tax Opinion For Different companies in different Industries (Grupo Gigante, Volkswagen México, Grupo Frisa, Grupo Bimbo)  I was an outstanding member in my audit group.

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Junior Auditor

Jaime Dayan & Asociados

Jan 1989 - Jun 1990 (1 year 6 months)

Support in Tax audits for companies in textile industry.  I was an outstanding member in my audit group.

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Logistics Project Manager

Nestlé (Nestec SA Switzerland)

Dec 1988 - Jul 1998 (9 years 8 months)

Develop Logistic Operative Manual for Nestlé  I Integrated Logistics Policies and Official operative processes for Nestlé México. .

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FINANCIAL & ADMINISTRATIVE MANAGER

F-Morat Sistemas de México, S. de R.L. de C.V.

Factory Company for Automotive Industry Responsible for company financial performance (Financial Position, Cash Flow, working capital, Value Increase, etc.), tax management and strategy (IFRS, MEX GAAP, etc.) Financial Reporting´ to Headquarters in Germany, internal and external audits attention, Financial Planning (Budget, Forecast) and Internal Control. Additionally, I was also responsible for Supply Chain area (Logistic Planning, Purchase). Company with annual Revenue by $ 250 million MXP.  I was Identify deviations in the Budget and Costing registration processes for previous years  I was Identify negative impacts on the company's business model  I was achieved communicate the real information of the market to the headquarters propos

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FINANCE & ADMINISTRATION MANAGING PARTNER

Grupo Assatex

Textile Manufacturing Company Responsible for operational financial performance and production efficiency for all Cost Units in the Group (Production Cost, Operating Profit, Budget Control, Customer Contribution, etc.), Financial Reporting to CEO, internal and external audits attention, Financial Planning (Budget, Forecast). Business Group with 5 independent companies, 10 factories, and 3,800 employees, with annual revenue by 12 USD Million.

Rafael Ortega

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