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Public Accountant. 6 Years as Controller. SAP & Oracle Knowledge

Location:
Naucalpan, State of Mexico, Mexico
Salary:
90000
Posted:
October 27, 2016

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NAME: Raul Arturo Acuña Luna.

Age: ** years.

Date of birth: November 10th, 1971.

Address: Cerrada de Atenas # 17. Fraccionamiento Las Rosas. Tlalnepantla, Estado de Mexico. Zip Code. 54069.

Cel. 044-**-**-**-** 93 Home. 55 53 60 37 59.

Email: acw9rm@r.postjobfree.com

Academic History

Studies. Accounting Degree. La Salle University School Benjamin Franklin. Professional Certificate Number 2663575.

Employment History

Intercon, Servicios de Seguridad Privada, SA de CV. January 2014 to August 2016.

Position: Financial Controller. Company’s Activity: Private Security Guards Services, Executive Protection, Custodies, Electronic Services with Annual Revenue of $ 815 million pesos "MM" and 5,900 employees. Location: Distrito Federal Mexico.

Functions: Report monthly and quarterly results under Mexican law "Mexican Financial Reporting Standards" (NIF) and Regulations of the United States of America (US GAAP), Coordination with Operations’ Department to achieve the goals set by Corporate Headquarters (Pasadena, California) and Oracle ERP Implementation “Oracle” in 7 months.

Achievements:

Improve our EBITDA from 1.5% to 3%.

Improve our Working Capital: 1) Annual Reduction in asset accounts "Accounts Receivable” of $15MM and “Inventory” of $ 2MM, 2) Obtaining Additional Supplier payments term from 30 to 45 days to get a deferral of $ 3MM.

Break Even Tool Application to get annual savings of $22MM (Salary & Fringes e.g. Overtime, IMSS).

Budget and Quarterly Forecast preparation with a reliability of 92%.

Profit & Losses Statements by Business Segment (Identify profitability by each unit).

Improve to deliver financial information to Corporate (Reduction of 7 ordinary days).

To get unqualified opinion from our external auditors (Deloitte).

To strengthen our Internal Control Enviroment (To prepare and apply Policies and Procedures and set Account Verification Process Tool on all our Balance Accounts).

Savings in Headcount for an approximate annual amount of $ 4MM related “fake headcount” of 600 people called “Aviadores” (people who received a monthly salary without working), in this case, that amount includes salary plus benefits.

Reduction on Travel Expenses (T&E) of $0.5MM on monthly basis through: a) Create a new policies with limited amounts per each T&E concept and, b) to apply another electronics tools like skype, videoconference, etc,.

Reduction Cost on our current car’s fleet per $0.5 MM on monthly basis (Gasoline, Maintenance, Insurance). In this case, our current fleet were composed of 408 automobiles.

We changed our annual closing period from “January to December” to “October to September” without any contingency. It was a “smooth transition” and it was validated by our external auditors (Deloitte).

To get an unqualified opinion regarding Tax ISR and Deferred Taxes.

Succesful Oracle implementation on 7 months. In this case, I was in charge of this Project. This Oracle was composed of 5 Modules: a) Inventories, b) Account Payables, c) Account Receivables, d) Fixed Assets and e) General Ledger.

Internal Control Procedures’ implementation on Revenue & Expenses & Assets & Liabilites’ Cycles.

Codere Mexico, SA de CV. November 2011 - January 2014.

Position: Financial Controller. Company’s Activity: Entertainment Industry "Casinos" listed on the Luxembourg Stock Exchange with Annual Revenue of $ 8,400MM and 19,000 employees. Location: Mexico, Distrito Federal.

Functions: Report monthly and quarterly results under Mexican law NIF and IFRS, Consolidation of Financial Information (26 companies), "Due Diligence Process" in the acquisition of Interamerica Entertainment Corporation "CIE" (YAK and Racetrack Casinos Version) Coordination with our Operations Department to achieve the goals set by our Corporate Headquarters (Madrid, Spain), and SAP ERP implementation “SAP” on our new subsidiary called Caliente Group “Caliente” on 9 months. In this case, Caliente was composed by 3 legal entities with 42 casinos “rooms”.

Achievements:

Improve our EBITDA from 8% to 15%.

Improve our Working Capital: 1) Annual Reduction on asset accounts like "Inventory" of $12MM.

Break Even Tool Application to get annual savings of $120MM. Annual Savings in Slots royalties’ expense of $ 48MM (derived by decreasing 2,000 Slots at 93 rooms) and Savings in lease’ expense of 6 unprofitable rooms for an annual fee of $ 72MM. In this case, we closed those rooms.

Profit & Losses Statements by Business Segment (Identify which of them is the profitability unit).

Budget and Quarterly Forecast preparation with a reliability of 94%

To get unqualified opinion from our external auditors (PriceWaterhouseCoopers “PWC”).

To strengthen our Internal Control Enviroment (To prepare and apply Policies and Procedures) and set Account Verification Process tool on all our Balance Accounts.

Monthly Consolidation Process of 26 subsidiaries (including Caliente’s Group and CIE).

Due Dilingence participation regarding CIE Group. (To analyze its profitability and market value).

To get an unqualified opinion regarding TAX ISR, IETU and Deferred Taxes.

Successful SAP Implementation in 9 months corresponding to 3 new Subsidiaries (Caliente’s Group) composed of 42 rooms (Protheus System) and incorporation of CIE financial information “Consolidation Process” without any contingency arising from “Due Diligence Process” in NIF and IFRS standards.

Internal Control Procedures’ implementation on Revenue & Expenses & Assets & Liabilities’ Cycles.

Sucessful Implementation of the “Anti-Money Laundering” Act with our Compliance Department (To analyze the Financial Disclosures).

Iochpe Sistemas Automotivos, S de RL de CV "Iochpe" March 2011- November 2011.

Position: Plant Controller. Company’s Activity: Steel Wheels Manufacturing for the Automotive Industry with annual sales of $ 330MM and 119 employees. Location: Tlalnepantla, State of Mexico. On the other hand, this Company acquired Nugar on a period of 6 months throughout “Due Diligence Process”.

Functions: Report monthly and quarterly results under Mexican law NIF and IFRS, Process Coordination with the Operations’ Department to achieve the goals set by our General Management and Corporate (City Limeira, Sao Paulo, Brazil).

Achievements:

Improve our EBITDA from 4% to 9%.

Improve our Working Capital: 1) Annual Reduction in asset accounts "Accounts Receivable and Inventory" derived from the application of the method of "Re-order Point" and "Just in Time" of $ 6MM, 2) Obtaining Additional Financing with our main supplier of Steel 30-90 days for a deferred payment of $ 3MM.

Break Even Tool Application to get annual savings of $3 MM (Expense Reduction on Payroll “overtime and benefits”).

Budget and Quarterly Forecast preparation with a reliability of 95%.

To get unqualified opinion from our external auditors (KPMG).

To strengthen our Internal Control Enviroment (To prepare and apply Policies and Procedures and set Account Verification Process on all our Balance Accounts).

Benchmark Tooling Implementation with our plant in San Luis Potosí (Identify “opportunity areas” for cost reductions in the production line and standardize production costs).

To get an unqualified opinion regarding Tax ISR and Deferred Taxes.

Identify corrupt practices “Fraud” of $6 MM.

Internal Control Procedures’ implementation on Revenue & Expenses & Assets & Liabilities’ Cycles.

Keep my own accounting team in this Corporation regarding of "Due Diligence process” with Nugar (in this case, my whole accounting team was hired by the selling party "Nugar" and after the Due Diligence process, we were hired to 100% by Iochpe).

NUGAR SA de CV. "Nugar" February 2010-February 2011.

Position: Plant Controller. Company’s activity: Manufacture Steel Wheels and Parts Stamping for the automotive industry with annual sales of $ 770MM and 180 employees. Location: Tlalnepantla, State of Mexico. “On February 2011, Nugar sold Steel Rim Business Segment to Iochpe”.

Functions: Report monthly and quarterly results under Mexican law NIF and IFRS, Process Coordination with the Operations’ Department to achieve the goals set by our General Management and Corporate (CIE Automotive, located in Madrid, Spain).

Achievements:

Improve our EBITDA from 2% to 4%.

Improve Working Capital: 1) Annual Reduction in asset accounts "Accounts Receivable and Inventory" derived from the application of the method of "Re-order Point" and "Just in Time" of $ 18MM, 2) Obtaining Additional Financing with our main supplier of Steel 30-45 days for a deferred payment of $ 1.5MM.

Break Even Tool Application to get annual savings of $48MM (Expense Reduction on Payroll (overtime and benefits), "Supplies", “Utilities” like Water, Electricity and Gas by changing 3 shifts to 1 shift and "temporary shutdown" of some production equipment "presses" for an amount of $ 45MM annually).

Budget and Quarterly Forecast preparation with a reliability of 90%.

To get unqualified opinion from our external auditors (PWC).

To strengthen our Internal Control Enviroment (To prepare and apply Policies and Procedures and set Account Verification Process on all our Balance Accounts).

Benchmark Tooling Implementation with our plant in Tultitlan in the process of stamping area (Identify areas of opportunity for cost reductions in the production line).

To get an unqualified opinion regarding Tax ISR and Deferred Taxes.

Identify corrupt practices “Fraud” of $20 MM.

Internal Control Procedures’ implementation on Revenue & Expenses & Assets & Liabilities’ Cycles.

Sucessful Conclusion of our Due Diligence with Iochpe. To sell this Company per total amount of US$ 2MM dollars. It was a smooth and clear process without “hidden defects” derived from the Sale of the Fixed Asset Machinery.

Bristol Myers Squibb of Mexico, SA de CV. (Division Mead Johnson Infant Milk Formula and Modifiers) “Cal C Tose & Choco Milk” March 2004- February 2010.

Position: Senior Financial Analyst for the areas of Distribution & Procurement & Sarbanes Oxley "SOX". Company’s Activity: Production Milk Children Formula and Modifiers with annual sales of $ 6,000MM and 1,800 employees. Location: Delicias, Chihuahua for SOX & SAP ERP Implementation and Lago de Guadalupe Mexico for Procurement & Distribution.

Functions::

a) For purposes of "Distribution & Procurement & Sarbanes Oxley “SOX" I was reporting monthly and quarterly results under Mexican law NIF and Regulations of the United States of America (US GAAP), Process Coordination with Distribution Director as well as Procurement Director to achieve the goals set by our Country Manager located at Mexico D.F. Also, I participated in SAP ERP Implementation regarding Bill of Materials Inventory’s Cycle during 18 months and SOX certification process on 10 months period.

Achievements: For purposes of Distribution & Procurement & SAP ERP Implementation.

Improve our EBITDA from 22 to 35%.

Break Even Tool Aplication to get annual savings on Distribution per $75MM. Annual Expense Reduction for decrease in the storage area "Pallets Position" of $ 20MM, Change in customer distribution system model “store & store” to distribution center, as well as the change in the transportation model (pick up 1.5 Tons to Trailer) in the amount of $ 45MM, Coordination with the Operations’ Department to have on time our product on customer’s shelf (Walmart & Soriana ), reduce inventory obsolescence throughout “mapping process” of "First In - First Out" (FIFO) procedure of $ 10MM.

Break Even Tool Aplication to get annual savings on Procurement per $110MM Productivity projects amounting to $ 12MM e.g. change in the method of packing our product concept from "steel can" to "can of cardboard" without quality issues on the product, also, to get Savings on Raw Material Cocoa, Milk, Sugar applying “Re-order point” and “Just in Time Process” per $98MM.

Budget and Quarterly Forecast preparation with a reliability of 96%.

Change of Third Party Logistic “3PL” according storage and distribution cost analysis of those concepts through the change of methodology Cost Plus "method of charging most expensive rate distribution according farthest point" versus fixed route charge per box (it includes the change transportation model from Pickup to Trailer). In this case, we achieved a total savings of $ 45MM.

To get a 95% reliable determination of the "Purchase Price Variance" (PPV). This concept corresponds to the variation of the current purchase price versus the standard cost of raw material. In this case, our standard cost was flat versus Budget.

To get on time “Coupons” to import Milk Powder from New Zealand. (To ensure availability of this raw material in our production line).

Successful SAP Finance Module Implementation in 18 months, basically we focused on “Bill of Materials Cycle” like raw materials, production, quality and distribution of the product.

For SOX purposes:

We implemented this process at Delicias Plant in 10 months including certification of PWC.

The certification process was reached with close monitoring activities reinforced by working sessions "Workshops" on weekly basis with all plant personnel (3 production shifts) and weekly progress reporting to corporate team located in New Jersey, United States.

Hayes Wheels Aluminum, SA de CV February 2000 March 2004. (Subsidiary of Desc Group, now KUO Group).

Position: Interim Plant Controller. Company’s activity: Aluminum Wheels Manufacturing for the Automotive Industry with annual sales of $ 330MM and 250 employees. Location in the state of Chihuahua.

Functions: Report monthly and quarterly results under Mexican law "Generally Accepted Accounting Principles" (GAAP) now NIF and Regulations of the United States of America (US GAAP), Process Coordination with the Operations’ Department to achieve the objectives established by our General Management and Corporate (DESC Group in Mexico City and Hayes Lemmerz International located in Detroit, Michigan).

Achievements:

Improve our EBITDA from 4% to 9%.

Improve our Working Capital: 1) Annual Reduction in asset accounts "Accounts Receivable and Inventory" derived from the application of the method of "Re-order Point" and "Just in Time" for $ 12MM, 2) Obtaining Additional Financing with our main supplier of Aluminum 30-60 days for a deferred payment of $ 5MM.

Break Even Tool Application to get annual savings of $28MM. (Expense Reduction on Payroll (overtime and benefits), "Supplies", “Utilities”, like Water, Electricity and Gas by changing 3 shifts to 1 shift and "temporary shutdown" of some production equipment "Aluminum Casting" for an annual amount of $ 25MM.

Budget and Quarterly Forecast preparation with a reliability of 80%.

To get unqualified opinion from our external auditors (Arthur Andersen).

To strengthen our Internal Control Enviroment (To prepare and apply Policies and Procedures and set Account Verification Process on all our Balance Accounts).

To get an unqualified opinion regarding Tax ISR and Deferred Taxes.

Internal Control Procedures’ implementation on Revenue & Expenses & Assets & Liabilities’ Cycles.

Sucessful implementation of “Temporary Shutdown” and/or “Jornada Reducida” to retain our specialized operating personnel during “Automotive Recession” from 2000 to 2002 year. (e.g. union worker did not attend to work in a week and the Company only paid 3 days for that week. With this action we kept our production staff until our customers will issue the new production releases). Applying this concept we had a monthly saving salary expense of $0.25MM.

Ruiz Urquiza y Cia, "Arthur Andersen" now Deloitte. September 1992- February 2000.

Position: Top Audit Senior. Company’s activity: External Financial Audit for all Entities listed as in the New York Stock Exchange “NYSE” as Mexican Stock Exchange Commission “CNV”. In that time Arthur Andersen was one of the "Big Six audit firms" (Big Six). Location Bosques de Duraznos, Mexico Distrito Federal.

Features: Comprehensive Review of the 4 basic financial statements: Balance Sheet, Income Statement, Statement of Changes in Stockholders' Equity and Statement of Changes in Financial Position "now Cash Flow" with their respective Notes to the Financial Statements under the regulations of "Generally Accepted Accounting Principles” in Mexico (GAAP) now NIF, US GAAP and International Accounting Standards "IAS" now IFRS.

Review Consolidations Holding Companies "Holding" which were under their control until 30 subsidiaries, Review of Federal Taxes (ISR, Asset Tax, Profit Sharing "PTU") and Deferred Taxes, Preparation and Review of translation GAAP financial information to US GAAP and IFRS considering an inflationary enviroment, Review of Internal Control Procedures, "Due Diligence" Process, Quarterly reviews regarding the "CNV” & "NYSE” and also, I had limited involvement of Fraud Auditing Procedures.

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Achievements:

Senior Audit Appointment when I was in the sixth semester of my college career (my career was of 10 semesters), Triple AAA companies’ senior auditor (companies that were listed on the CNV and the NYSE, to comply with the meet Audit “Deadlines” (To deliver audit reports timely).

Translation of Financial Figures of GAAP to US GAAP and IAS on the fourth semester of my career. In this case, We had the opportunity to make a translation from GAAP to USGAAP in a period of 15 days to the NYSE regarding ASSA Group. On the other hand, in 1995 Consortium" G "Dina Group” (Dina) acquired the US company "Motor Coach Industries" (MCI) and, therefore, I had the opportunity to participate in the first translation of financial statements (according to B-15 GAAP) of an American company (under US regulations GAAP) to GAAP in Mexico.

Senior Experience reviewing financial information under inflationary environments (applying in Mexico NIF B-10, in the US FASB 52 and worldwide IFRS 27).

Also, you will find some examples of companies that I audited: Hayes Wheels Mexico Group (subsidiary of DESC Group was now Grupo Kuo) traded both CNV and NYSE, The Mexico Fund quoted on the NYSE, Dina quoted on the NYSE, certain subsidiaries of Grupo Bimbo listed on the CNV, National Castings quoted on the NYSE.

English (90% Oral and 95% Written & Read).



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