Javier Hinojosa

Responsible for incubating and launching a new Retail Electricity provider in Texas. Oversee all aspects for the business; from finance to brand development, from customer service to our go-to-market strategy.

Responsible for driving strategic projects for the entire company, including M&A integrations, incubating new technology initiatives, and developing internal capabilities in BKV’s workforce.

Responsible for driving strategic projects and leading the strategic planning process for the entire company and related entities, including M&A integrations.

a) Spearheaded synergy initiative for multi-billion healthcare provider, including identifying key opportunity areas, designing specific frameworks to analyze synergies, training key stakeholders, guiding 14+ functional leads to capture these opportunities and consolidating results into reports for the C-Suite b) Optimized product portfolio of the Latin American division of a global pharma post-acquisition. Project involved identifying key growth opportunities, navigating the regulatory environment of more than eight different countries and streamlining the supply chain in order to launch 300+ products in the next five years c) Managed current-state assessment, future-state operating model design and integration approach for acquisition in the voice/data management space. Activities included increasing operational efficiencies without hampering revenue growth, assessing go-forward go-to-market strategies and transitioning to a SaaS business model d) Led series of operational due diligences for private equity firm portfolio, identifying key risk and opportunities as well as the impact in the targets’ valuations e) Led integration efforts for public merger of equals, performing current-state assessment, designing future-state operating model and guiding the client to a successful close f) Supported public to public Oil & Gas integration planning efforts for backoffice functions, specifically around IT infrastructure and Management Information Systems, collaborating directly with the CIO. Activities included assessing security risks, minimizing business disruption after close and generating a roadmap to achieve end-state g) Led IT Due Diligence for a SaaS acquisition in the healthcare space to identify infrastructure gaps, platform consolidation opportunities and key integration and organizational risks. Activities include one-time migration and consolidation costs as well as changes in the new company's run-rate based on their consolidation strategy

a) Supported a $40B+ Fortune 50 pharmaceutical to establish an independent backoffice function leveraging regional centers of excellence while outsourcing transaction processing. Enabled a simplified application/infrastructure footprint and a supported a global team during the implementation b) Supported a ~$50B global pharmaceutical in a financial systems transformation to enable real-time business unit reporting and segmentation to create additional financial transparency and increase readiness for a potential transaction c) Led working capital analytics for global pharma, leveraging technology solutions (e.g. tableau, Capital IQ) to generate reporting tools for C-suite & Investor Relations d) Assisted a $3B+ specialty retailer to improve its business processes and reduce its sourcing costs through data analysis, business case development, RFP issuance and contract implementation. Assisted key stakeholders during supplier negotiations. e) Assisted manufacturing client to consolidate its manufacturing and distribution footprint while analyzing the possibility to outsource certain product lines f) Project managed backoffice processes (OTC, PTP and RTR) and a SAP implementation in Puerto Rico for commercial affiliate of a multibillion pharmaceutical

a) Conducted strategic sourcing cost reduction project for a client in the retail industry, analyzing specific product categories, developing a business case for potential savings, issuing RFPs and assisting purchasing managers in key supplier negotiations b) Implemented financial assessment for non-profit institution that generates training and certification material to detect changes in the organization’s performance and identify opportunities that translate into short and long term benefits. Identified key client causes of current financial distress by analyzing cost structure while prioritizing development areas c) Correlated client’s demand data with vendor’s cost information to understand effects of vendor’s fixed costs in client’s financial performance and set the base for contract negotiations d) Led efforts to develop KPI basket to benchmark client procedures by interviewing leads and subject-matter experts while researching Property Management information in academic databases, government institutions & private organizations

a) Led separation management office during a business unit spin-off. Led key separation planning activities including ongoing dis-synergy analysis, P&L separation, TSA definition/costing and supply chain carve out b) Concluded that synergies created from a merger of three facilities would generate enough benefits to reach break-­‐even point in a short period of time, justifying capital expenditure during cash flow crisis. Implementation resulted in reduction of 35% of labor and general expenses complemented with a 20% increase in overall production capacity c) Developed new purchasing strategy focused on setting up reverse auctions for main raw material supply, obtaining in-­‐ plant consignment and important price reductions, modifying previous delivery practices of supplier to receive smaller batches on a higher frequency. As a result raw material inventory was practically eliminated, cost of sales decreased 3% d) Drove division to first profitable quarter in two years due project achievements, reached annual budget objectives

a) Led corporate team to systematize entire supply chain process, resulting in 10% corporate cash flow increase b) Maximized internal fleet capacity by consolidating deliveries among divisions and standardizing routes without increasing average delivery times, reducing one-­‐third of internal transportation expense c) Detected root cause of corporate cash flow crisis by analyzing historic purchasing frequencies of main raw materials and relating them to sales increase and designed a 6-­‐month contingency plan to reverse cash flow loss

a) Identified opportunity to spin off division from core business and led projects derived from the initiative achieving 19% increase in annual operative income within 12-­‐month period b) Cut capital expenditure in new production line by 75% by adopting in-­‐house built alternative to intended equipment c) Designed and implemented material resource strategy decreasing work-­‐in-­‐process inventory from 10 days to 2 days