Jalila Carrillo Tabash

As CFO for Central & South America, I led the financial strategy for 16 countries, ensuring strong business performance and alignment with regional goals. I oversaw the entire budgeting and forecasting process, maintaining high levels of accuracy and strategic alignment. My role included defining efficient financial structures that supported both operational effectiveness and business growth. I managed the relationship with our Shared Service Centers in Costa Rica and Buenos Aires, driving continuous improvement and successful project execution. I was also responsible for ensuring compliance and audit readiness through robust financial controls and policies. In addition, I oversaw key financial indicators such as EBIT, EAC, Working Capital, and closing cycles across all markets. Risk management was a core part of my responsibilities, including the implementation of systematic balance sheet reviews to minimize exposure. I led a team of 10 senior finance professionals, focusing on performance, goal setting, and talent development to build a strong and future-ready organization.

Responsible for the financial leadership of 34 countries and 17 agents, managing an annual P&L of €150 million. I successfully led the implementation of the SAP ERP system, stabilizing financial operations and significantly reducing open items. I drove improvements in team productivity, engagement, and active leadership, fostering a high-performance culture. One of my key achievements was the design and rollout of a new cluster-based organizational structure, which optimized both cost and efficiency across the region. I also led the migration of key financial processes to the Shared Service Center in Costa Rica, enhancing standardization and control. Through a strong focus on financial discipline, I improved all key KPIs and oversaw a major balance sheet cleanup, effectively reducing risks and exposures. These efforts earned regional recognition, including awards for Best Financial Performance in the Americas and Most Improved Countries across multiple years. Beyond numbers, I championed a cultural transformation, instilling a winning mindset and rebuilding trust in the finance function among teams and local partners. Achievements: Led a successful transformation of the region’s financial operations, including the implementation of SAP ERP to stabilize processes and reduce open items. Designed and executed a new cluster-based structure, optimizing costs and boosting team productivity. Migrated core processes to the Shared Service Center in Costa Rica, enhancing standardization and control. Improved all key financial KPIs, executed a major balance sheet cleanup, and significantly reduced risk exposure. Drove a strong culture shift toward a winning mindset, increasing engagement and leadership effectiveness. These efforts were recognized with multiple regional awards, including Best Financial Performance for the Americas and Most Improved Countries in consecutive years, while also restoring trust in finance among teams and partners.

As Procurement Manager for all business units—including GBS, Express, and Logistics—I was responsible for leading all supplier and vendor negotiations across the organization. I focused on maximizing working capital and driving cost savings while ensuring full transparency through the development and implementation of procurement policies and controls. By working closely with business leaders, I supported the planning, execution, and optimization of CAPEX projects, aligning procurement strategies with operational and financial goals to ensure long-term value creation. Achievements: Successfully led and centralized supplier and vendor negotiations across all business units—GBS, Express, and Logistics—achieving significant cost savings and improving working capital. Developed and implemented procurement policies and controls that increased transparency and compliance across the organization. Played a key role in the execution and optimization of CAPEX projects by partnering closely with operational teams, ensuring strategic alignment and maximizing return on investment.

• Procurement manager for all business units, GBS, Express, Logistics. • Manage all negotiations with suppliers and vendors. • Maximize the Working Capital and achieve savings and transparent processes within all the organization by developing policies and controls • Work hand in hand with the business on CAPEX implementation and optimization.