Miguel Martinez Silva, CHFP, CPA, MBA, CSAF

Internal Auditor Marzam-Genomma Lab ($1 Billion USD Annual Net Sales) Finance Controller Group Level Genomma Lab ($600 Million USD Annual Net Sales) Internal Auditor Genomma Lab

Successfully helped a US$3B public company acquire Latam companies leading M&A projects, and teams. Advisory included due diligence, financial valuations, transaction structure, and operations integration. Client companies’ annual revenues range from about US$1 to 3B structuring transactions between US$70-500M. Projects included private equity and public companies trading at capital markets with overseas expansion plans.

-Teamed investment bankers to build the IPO valuation model and launched the company public. Turned around positive financial results, leading the strategic long-range plan, AOP, and performance review. Led FP&A, Strategic Planning, Business Intelligence, and M&A reporting to the CFO for Mexico/US operations. Responsibilities: - Focused the organization to achieve Volume, Net Revenue, EBITDA, FCF, Capex, WCR and debt targets and aligned each internal area to achieve the strategy and short-long term objectives through direct sponsorship of the CEO and CFO. - Led the Annual Operating Plan and implemented a collaborative financial planning process to set corporate business policies to budget and forecast volume, net revenue, expenses and profits; provided macroeconomic expectations (salary expected increase, commodity prices inflation, etc) according to economic outlook forecasts, business model and firm local and global strategy. Set up corporate policies in order to provide aligned processes and compliance for each country. -Achieved the buy-in from the CEO and validated by the CFO to implement a collaborative and adaptive budgeting process to involve the Regional Sales Directors and the Corporate Commercial Directors of Marketing and Organized Trade in the active participation and construction of the Annual Business Plan to develop the much financial muscle needed in the group, because the company was very oriented to sales rather than a balanced revenue-profits focus. -Implemented a collaborative and adaptive budgeting process getting on board each one of the corporate and operating directors to implement an iterative process to transform the annual budgeting process from a central high-level exercise to a iterative and participative approach to better achieve accountability and credibility to achieve the corporate financial targets of the company.

Managed the annual business plan, budgeting, forecasting, and financial outlooks leading a finance team. Reported monthly, quarterly and yearly results to headquarters, and drafted the MD&A for the CFO. Contributed to generating US$100M above plan in 2009 in operating cash flow using adaptive forecasting. Responsibilities: -Led the Annual Operating Plan (AOP) process, budgets, quarterly financial forecasts/outlooks, long term strategic plan and financial forecasting for Mexico, Central America. -Teamed up with finance controllers to improve DSO/AR for key organized trade accounts (Walmart,etc). -Helped the Procurement/Supply Chain areas to financially quantify inventory throughout the whole chain including key commodities purchases to improve cash flow and inventory DII metrics. -Led the quarterly business units financial review process and enhanced the methodology to analyze business issues to identify risks and opportunities and brief the FP&A director and Senior Management. -Responsible of the quarterly/monthly forecasting accuracy of P&L Net Revenues, Earnings before Interests & Depreciation, Operating Expenses and BS Free Cash Flow. -Reported monthly, quarterly and annual results to USA Corporate HQ and prepared the Management Discussion and Analysis (MD&A) letter to debrief financial, commercial and operating results to CFO. -Designed and implemented an adaptive and collaborative process with the operating areas to improve the forecasting of working capital and free cash flow drivers to better understand FCF results. -Improved the financial understanding of the translation foreign currency effects of the different countries to calculate Net Revenues and Operating Earnings before and after such effects. -Participated in the financial crisis management team to help to model and advise different financial effects of the 2008-2009 crisis to adjust people costs and operating expenses to deliver the committed financial results.

-Head of the supply chain planning at corporate level to achieve the supply service level agreement and optimize the country inventory policy targets. -Key success factors and performance indicators: fulfill the country service level agreement and achieve the financial and operating inventory policy targets. -Responsible to produce each planning cycle the following supply chain plans: master production schedule (2 plants, 11 multi product lines), distribution requirement plant (2 multi destiny distribution centers) and the rough-cut capacity plan teaming with the infrastructure manufacturing team. -Co-lead the Sales and Operations Plan (S&OP) country meeting teaming with the Demand Planning Manager in order to assess business scenarios such as: seasonal impacts to the supply plan, new introduction products, out of stock items, raw material planning, industrial capacity plans, detailed product service levels, marketing and sales actions. -Planned financial scenarios teaming with the supply chain controller to align the operating inventory metrics with the financial targets and produce scenarios. -Provided financial support to the Supply Chain Director and Infrastructure Planning Manager to prepare Capex requests and the supply chain budget. -Use of descriptive and inferential statistic techniques to define optimize raw materials resources and production resources establishing maximum and minimum thresholds according to service level targets. (distribution types, standard deviations, skewness, seasonal effects, etc) -Support to the Supply Chain Director to design advanced dashboards in Excel to control and have visibility in each stage for the whole supply chain process.

-Led supply chain planning for the South East region of Mexico, including Chiapas, Tabasco, Oaxaca and the South of Veracruz. -Managed the master production schedule(MPS) for the Southeast division, annual budget of the 25% of total COGS. -Produced the distribution requirement plan(DRP) each planning cycle period and delivered it to the transportation area to schedule the truck capacity planning and delivery logistics. -Used the simplex method to program 4 manufacturing plans, 11 multi-product production lines, and 2 multi destiny distribution centers. -Defined inventory policies of 32 distribution centers to fulfill service level agreements. -Supported scenario analysis to the Supply Chain and Manufacturing Director such as production lines transfers, predictive and corrective maintenance plans and seasonal demand effects to guarantee the optimal fulfillment.

-Presales, Delivery Routes, and Fleet People Cost Restructuring using different techniques to improve profitability and optimize capital expenditures: a) Times and movement analysis to understand loading trucks activities, stem, time, understanding the distribution channels differences in operating activities inside the customer, return times, unloading activity times, etc. b) Scheduling, clustering, sequencing, frequency and balancing of routes: Microsoft Access analysis to calibrate the optimal distance, truck time utilization and the number of visits to improve productivity of sales and distribution routes in asset utilization and capital expenditures. c) Capex Optimization for DC´s, delivery and sales fleet, and loading truck assets: On field visiting the customers and distribution centers to understand the whole chain of delivering products according to the different customers and type of channels to incorporate real constraints to the financial model. d) Financial forecasting using net present value to analyze operating earnings for different capex projects: introduce direct delivery routing to retake territories operated by third party distributors, purchase of back up trucks to replace normal operating delivery trucks, closing and optimization of distribution centers, etc. e) Operating metrics sensitivity analysis: scenario planning to model in Excel tables using solver to metrics such as drop size, frequency visits, number of clients, load balancing of trucks to improve financial operating earnings using activity-based costing drivers.

• Prepared Mexico business plan deck for the Atlanta Coca-Cola franchise bottlers' annual business plan. • Built PowerPoint graphic analysis and data insights about the following topics: Value Based Management, Economic Value Added, and profitability of the different regions of Mexico City and Southeast divisions using diverse types of charts to explain market results. • Determined Profit and Loss Statements according to the Economic Value Added formula in Power Cubes related to regions, market distribution channels, brands, and all the drill-down related metrics. • Implemented Activity Based Costing finance models for the manufacturing plants and production lines, assigning different cost drivers to determine the cost of capital and to find financial and productivity opportunities. • Designed a Theory of Restrictions Model in Excel Solver using the Transportation Holt Method to optimize the Economic Profit as a whole for the sourcing of beverages for the South East division. (Assign and optimize hours of the production MPS for each product to the different production lines satisfying the demand) The Model consisted of more than 10,000 variables to optimize and different operating constraints such as maintenance hours, operating capacity, efficiencies,etc.

• Assisted senior auditors and managers in planning, executing, and completing financial audits. • Prepared audit work papers and documentation by established US and Mexican GAAP. • Gathered and analyzed financial data, including ledgers to audit revenue, operating expenses accounts, bank reconciliations, accounts receivable, accounts payable, inventories, fixed assets, and liabilities. -Financial auditing in customer facilities, reconciling cash & equivalents, and physical inventory counting. • Client Accounts: Hospital Ángeles del Pedregal, Sanofi Laboratories, Eli Lily, and other Healthcare hospital providers. • Implemented and improved auditing sheets and automation in Excel, and performed walk-through and testing of internal controls over financial reporting. • Assisted in drafting audit reports and communicating deficiencies to relevant stakeholders.

Business Management courses in U.S. Financial Accounting, Marketing, Organizational Behavior and Directed Studies about US work environment and business culture

Data Analytics and Machine Learning models

International program taught entirely in English in very international environment, method case, 50 nationalities