IVAN ALBA

ad0wmg@r.postjobfree.com / 949-***-****

Financial & Operational Director with international, diverse, and progressive operational and financial management experience, in Defense, Avionics, Aerospace, Naval, IT Systems, Transportation, Communications, Security, Loss Prevention, and Oil & Gas Exploration and Production Operations. Project Management skills and the ability to lead Team and/or Self engagements, with a defined prioritized agenda. Combines financial and operational controls with expertise in business development, operations, and P&L management. Skilled at partnering Finance with core business operations and developing productive cross business alliances.

• Complete Finance/Accounting Management Cycle

• Program Management & Control

• Bid & Program Management

• Program Forecast/Budget/Actual Variance Analysis

• Federal Accounting and Contractual Compliance

• Divisional & Regional Financial Analyses & Reporting

• Cost Allocation & Analysis

• Grant Management

• Financial, Operational, IT & Compliance Auditing

• Systems Migration & Integration Management

• Contracts Clients & Subcontractors Analysis

• Start Ups & Business Units Management

• International Operations & Strategy Development • Risk Management Assessment

• Divestments, Mergers & Acquisitions

• Global Trade and Export Control Compliance

• Cash Flow, Revenue, A/R & A/P Analysis

• ERP Implementation

• Multi Year Budgeting & Forecasting

• Corporate Ethics Compliance

• ERPs - SAP, Oracle, Microsoft, QuickBooks

• Mentorship Program

UNIVERSITY of SOUTH FLORIDA - Tampa, FL (December 1987) Bachelor of Science in Business Administration - Accounting Major Languages – Complete fluency in English, French, Portuguese & Spanish. PROFESSIONAL EXPERIENCE

KAPSCH TCI

North America Program Director - McLean, VA (Nov 2019 – May 2023) Responsible to develop, establish, and formalize the Financial Program Management role of the region’s project portfolio, which supports key project functions such as Sales/Bids, Programs, Engineering, and Operations. This included Project Controllers as key contributors of every project, whose main goals are to support, PMs and PMO Teams, bring full contractual, financial, and operational exposure, to each program team member, while controlling and reporting on the financial condition of the projects. Responsible for control, maintenance and reporting on the company’s financial strategies, forecasting, budgeting, and monthly program analyses, cost allocation and grants management.

• Has developed and formalized the role of Financial Project Managers to be key contributors to the support process of program management. Such active role kicks off with been the controller through the bidding process, while in addition support managing and reporting through the design, build, operations and maintenance phases.

• Provides regular and timely support to the Program Management Function and related stakeholders of all portfolio projects, which includes monthly reviews and analyses of all critical programs, sales, costs, and margin variances

(actual v. forecast v. budget), planning, risk management, milestones, invoicing, cash flow, A/R, A/P, inventory, third party contracts, cost allocation & analysis, contract amendments, change orders, and financial reporting.

• A regular and timely review and analysis of all cost allocation (fixed cost method) for products and/or services of all assigned projects is performed to verify direct, indirect, variable and operating costs had been allocated properly, timely and accurately. This analysis is performed with the functions/stakeholders/departments responsible for such costs, which results on understanding of cost variances, impact on corresponding program contribution margin, and ultimately if required propose the pertinent adjustment.

• Responsible for the management of program grants, which entail familiarization of the corresponding documentation and requirements, preparation and/or maintenance of the plan on how the grant is managed to meet stipulated metrics and/or milestones, the budget and accounting method, which ensure to appropriately allocate funds and expenditures in accordance to the corresponding grant agreement, the timely and regular reporting requirements, a summary of the work accomplished to-date, outcomes, activities, and any variances to the original plan. Finally, maintain monitoring on spending to ensure all costs are duly covered in their entirety

• Anchors three financial teams responsible for: The management of bids, contracts, and programs. The build, analyses, preparedness, reporting and executive presentations of key financial reports such as budgets and forecasts, variance analyses, cash flow, revenue, contribution margin, risks and audit reports. The consulting support to other stakeholders, functions and upper management on how their departments and corresponding strategies are affected by financial results, business controls, cash flow position, and procedures in place. THALES GROUP

Thales North America Finance Sr. Director - Arlington, VA (July 2018 – July 2019) As member of the transformation initiative Group wide, responsible to develop, establish, and manage the transformation of the Finance/Accounting function, resource roles, and for the region. This assignment is based on four main pillars:

• Standardized, simplified and harmonized the Accounting & Finance function: financial systems/tools, financial compliance, financial reporting, processes, and re-defined the roles and responsibilities for the Accounting and Finance (controlling) functions.

• Created a Regional Accounting/Finance Shared Service Center for North America, which main objective was to was to streamline the Finance organization, while providing over 30% in yearly operating cost savings.

• Supported regional strategic investment and divestment efforts, due diligence, integration and start-up phases. Thales Avionics Finance Sr. Director - Irvine, CA (August 2010 – June 2018) Assigned to this $1.2B Avionics In-Flight Entertainment (IFE) Company as part of a turnaround financial team. Accountable for the development, formalization, implementation, maintenance, and compliance of software operational tools, internal business controls, compliance tools, at Region, Country, and BL levels.

• Financial Lead responsible for the blueprint, implementation, testing, training, roll out, and maintenance phases of financial software tools: SAP, BPC, Anaplan, BI and Primavera.

• Planned and rolled out implementation of new financial tools, by creating and leading a Tiger Team to assess and support entities on the development and implementation of their new ERPs, BI tools, and reporting efforts.

• Responsible for BL’s yearly financial corporate compliance: Internal Business Control (IBC), Federal Acquisition Regulations (FAR), Governmental Revenue & Costs Accounting/Allocation, and Year Attestation Report (YAR).

• Assisted key functions (Inventory, Procurement, Programs, Engineering, Legal & Contracts, IT) on the planning, reporting and revisions of their Multi Year Business Plan and Business Operating Reports.

• Grant management of a diverse federal government program portfolio.

• Member of the Acquisitions and Divestment Team, which supported the acquisition of Live TV and establishment of the Chinese JV, including due diligence, pre/post-acquisition and integration phases. Thales Group Sr. Director Internal Audit - Paris, FR (July 2005 – July 2010) Directed Financial & Operational Audits and Compliance Reviews worldwide, covering Corporate, seven Divisions, 12 Country Offices, 50 countries, and over 75 Business Units. Reported to the Audit Committee, CAO, and managed decentralized team of 20 auditors.

• Performed semi-annual risk assessment reviews in line with the annual Audit Plan and Audit Committee agenda.

• Managed the execution of the Annual Audit Plan ensuring that resources were effectively deployed and costs controlled. Managed and coordinated the planning and execution of a comprehensive audit program.

• Obtained the CIA certification for the Internal Audit Department. Ensured performance standards were established, updated and then sustained by Department personnel.

• Supervised, managed and/or performed audit programs approved under the Audit Plan and Special Projects as assigned by the Audit Committee or CEO in accordance with Group Audit Policy, IIA Auditing Standards, and Code of Ethics. Type of audits included financial, operational, compliance, and risk assessment.

• Lead and mentored staff to continually improve the Department through training, shared expertise and learning skills, earning education credits and certifications, research, generating feedback on work performed.

• As a member of the Group’s Business Controls Committee, developed, implemented, and audited the Group Referential System and Internal Financial Control Assessment Guidelines company-wide. Thales Americas & Asia-Pacific Director Internal Audit - Alexandria, VA (July 2000 – June 2005) Recruited to develop and establish the Internal Audit function in the Americas and the Asia-Pacific Regions. Developed effective and comprehensive internal audit programs to be applied across both Regions, which included responsibilities for conducting formal assessments of financial, operational and regulatory risks, identifying controls that mitigate these risks, assuring Internal Controls Compliance across region. Performed audit and compliance reviews in conformity to Group and/or IFRS Guidelines.

• Developed and implemented the Audit Function, Financial, Operational and Compliance programs and reviews.

• Responsible for drafting, formalizing, executing, and reporting audit and performed business internal controls compliance reviews in accordance with statutory, and Group guidelines. These audits included: BS/P&L accounts, compliance, bids & programs, contracts, procurement, shared services, ITAR, international resources & mobility, VAT, external service providers, R&D, risk assessment, export control, expense reports, and fraud & ethics.

• Managed regional due diligence engagements of startups, acquisitions, and divestments across assigned regions.

• As member of the Ethics Committee, developed and established the Ethics Program for the Americas region. RACAL CORPORATION – Ft. Lauderdale, FL

Financial Controller - Americas (September 1996 – June 2000) Performed financial analysis and reporting for this $210M Regional Office with over twenty legal entities, supported directly by a six accountants team. Particular focus on the Financial & Accounting phases of domestic and abroad startup, merger, acquisition, and/or divestment business units. SENSORMATIC – Boca Raton, FL

Internal Audit - (September 1994 – August 1996)

Recruited to support establishing a new Audit Department of this $400M Loss and Prevention Company operating in the Americas and Europe regions. Assisted on the development of financial, operational and compliance internal audit programs, performing and reporting on audit results. TEXACO INTERNATIONAL – White Plains, NY

Latin America/West Africa – Finance Analysis & Reporting (January 1990 – August 1994) Responsibilities included establishing, enhancing, and supervising the monthly regional reporting, earnings analyses, and divisional reporting consolidation of all petroleum exploration, producing, refining, and marketing projects in this $161M Division.

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