Pablo Euliarte

Mission: Full-scope P&L accountability, encompassing strategic budgeting, rolling forecasts, internal/external audit leadership, and direct/indirect cash forecasting. Leading back-office transformation across Finance, Credit, Purchasing, Warehousing, IT, QMS, and Foreign Trade (38 employees, 7 direct reports) for a BRL 1.6Bi+ industrial family business. Financial Governance & Capital Structure: *Built the company's first-ever budget, rolling forecast, and 3-year cash forecast framework from scratch. *Executed a major tax recovery program (70% viability rate), capturing a double-digit million capital injection to fund restructuring. *Implemented 13-week and 3-year cash forecasts with M&A, equity, and debt scenario modeling to simulate strategic choices. *Debt Restructuring (In Progress): Replacing commercial notes (CDI+1.75% all-in) with alternative bank instruments, projecting a substantial reduction in financing costs. *Treasury & FX: Improved idle cash yield (CDB to 101.5% CDI; compromissadas to 97% CDI). Optimized BRL/USD closing windows via market cycle analysis, securing significant annual FX savings. Commercial Finance & Operations: *Contained fixed costs during a 34% revenue scale gain, expanding EBITDA margin by 25% through operating leverage. *Strategic Sourcing & Vendor Negotiation: Migrated 60% of purchases from spot to master agreements, achieving a 12% avg. price reduction, eliminating BRL 3M/year in costs and rationalizing 300+ suppliers. *COMEX & Supply Chain: Captured structural savings via trading company bidding. Reduced import ICMS from 18% to 4% (via Encomenda models), releasing significant working capital. Centralized 18 warehouses down to 5. *Slashed bad debt provisions by 42% via sector-specific credit models (Retail, Infrastructure, Rural) for a massive portfolio. *Secured asset insurance from zero. Implemented Salesforce CRM, API/VAN banking automation, and IT governance.

Mission: Full-scope P&L and post-acquisition integration on the buyer side—building the financial, IT, and BPO infrastructure from scratch in under 8 months while establishing IPO readiness for a London listing. Direct report to Country Manager / dotted line to Group CFO. Key Results & Commercial Finance: *Structured substantial multi-million credit facilities with Itaú and Santander, establishing the operation's independent working capital base. *Optimized headcount and BPO contracts, generating a double-digit percentage reduction in structural back-office expenses. *Expanded operating margins by +10% by reformulating the product portfolio based on deal-level profitability analysis, eliminating previously invisible loss-making SKUs. *Advanced Costing & Agribusiness Pricing: Overhauled the pricing and rebate policy for the automotive lubricants and agricultural adjuvants portfolio. Developed a pricing model with sensitivity analysis for commercial discounting floors, protecting margins while capturing market share. *Agribusiness Risk Mitigation: Proactively built an agribusiness credit policy from scratch. Proactive risk identification successfully avoided a major bad debt (PDD) exposure prior to a sector distributor's judicial restructuring. *Working Capital Optimization: Renegotiated Tier-1 oil supplier payment terms from advance payment to 20 days post-invoice, releasing substantial monthly cash liquidity. Macro & Governance: *IPO Readiness: Structured the financial reporting infrastructure and board packages for a planned London listing (LSE), ensuring full IFRS compliance and internal controls documentation. Switched to quarterly IRPJ for a major tax cash saving.

Mission: Dedicated transition period focused on the in-depth tactical study of trading strategies, macroeconomic cycles, and derivatives execution across multiple asset classes (Equities, FX, and Financial Derivatives). Key Value & Applied Impact: *Structured and refined advanced mathematical models for exchange rate risk management and cash allocation. This specialized knowledge was subsequently transferred and deployed directly into industrial import operations (such as at Corr Plastik), successfully optimizing BRL/USD closing windows, avoiding high-volatility macroeconomic settlement zones, and capturing meaningful annual treasury savings on import cycles.

Mission: Assumed full P&L accountability over a subsidiary that was the only loss-making operation in the Motul Group worldwide, transforming it into a high-performing business, including 1 year serving as de facto General Manager (Revenue grew +113%). Managed 13 direct reports across Finanças, Supply Chain, HR, and IT. Turnaround & Financial Results: *Restructured the operation in 20 months, delivering the first-ever positive EBIT and ROIC in the subsidiary's history. *Achieved a 9% margin expansion via a new channel-based pricing mix and category volume models. *Debt Restructuring as Macro Hedge: Successfully restructured a massive intercompany debt in EUR into a 5-year BRL instrument at a strategic moment in the currency depreciation cycle, eliminating FX exposure and reversing a substantial provision on the France HQ balance sheet. *Overdue Receivables: Reduced past-due accounts from 18% to 1.2%, freeing massive capital through credit model redesign and strict collection policy enforcement. Commercial & Supply Chain Impact: *Designed a comprehensive sell-in/sell-out data tracking framework, creating complete financial visibility across the B2B2C chain. Implemented the "D-10" commercial model for daily forecast tracking and sell-out measurement. *Reduced month-end order concentration from 75% to 30%, wiping out warehouse bottlenecks and picking errors that inflated logistics costs. *Orchestrated warehouse relocation based on total landed cost modeling, capturing a substantial reduction in working capital and capturing +2% in import margins. Successfully launched local production, moving from 2% to 60% of total sales. *Implemented SAP ERP with full change management and parallel runs, internalizing accounting for an annual structural saving. Boosted forecast accuracy from 35% to 59% via S&OP overhaul. *Slashed turnover from 30% to under 5% via Benefits & HR policies design. TalentSoft Implemented.

Mission: Directed regional financial controllership, consolidation, and PMO strategic initiatives across 4 regional Business Units (Brazil, Mexico, Colombia, and USA), covering a commercial footprint in 30+ countries. Tasked with establishing regional financial infrastructure without a unified ERP. Dual reporting: solid line to the Americas EVP - dotted line to the Group CFO (France HQ). Key Results & Regional Governance: *Financial Standardization & Reporting: Engineered and consolidated the region’s first-ever unified Americas P&L structure. Designed the first standardized monthly financial review and reporting package presented directly to the Board of Directors in Paris. *Regional Planning Process: Developed and structured the continent's first automated annual forecast and long-range strategic planning process from absolute scratch, establishing predictable forward-looking visibility. *Credit Turnaround & Risk Management (Mexico BU): Overhauled the local reporting architecture and risk parameters for the Mexican operations, implementing a new credit policy that successfully reduced delinquency from 15% to 3% in under 6 months. Responsibilities: Served as the strategic financial partner and acting PMO for multi-country BUs. Managed the regional alignment of credit, pricing, and compliance policies across LATAM and North America. Monitored regional action plans to safeguard margin targets and corporate governance standards.

Mission: Full-scope regional accountability for Mercosur automotive engineering programs, tooling investments, and Tech Center R&D financial frameworks. Responsible for regional budgeting, rolling forecasts, variance reporting, and leading both internal and external audits across a portfolio of BRL 785M (29 active programs). Dual reporting: Mercosur VP / Division Controller in France. Project Governance & Greenfield Controls: *Designed and engineered the region's first Work Breakdown Structure (WBS) per project and dedicated R&D chart of accounts, establishing real-time financial tracking and weekly cash-position dashboards. *Profit Center Engineering: Transformed R&D and tooling operations from corporate cost centers into self-funding profitable units, expanding margins: R&D from 0% to 30%, Tooling from 5% to 20%, and Prototypes from negative to +40%. Commercial Finance & Systems: *Exceeded the corporate budget for 9 consecutive semesters before the Division Board. *Leveraged TM1 scenario simulations on the VW MQB platform to secure a 4% minimum net margin on a massive supply agreement, modeling inflation and FX indexation. *Engineered a reverse factoring (Risco Sacado) program delivering a BRL 25M working capital injection. *Deployed as a global key user for SAP PS (Project System) implementations, supporting and auditing teams in India and Russia. *Two-time regional lean problem-solving champion (8D/QRCI).

Full ownership of plant P&L, industrial budgeting, rolling forecasts, corporate monthly reporting, and external audit leadership for a BRL 300M industrial operation (240 total site employees). Directed plant controllership, cost accounting, Treasury (AP/AR) and local IT operations, leading a team of 9 direct reports. Tasked with managing the macro-budget for the physical relocation of the plant to Limeira, ensuring zero production stoppages for major OEMs (PSA/Ford). Financial Reengineering & SOX: *Eradicated severe Segregation of Duties (SoD) vulnerabilities by completely redesigning the financial receiving and AP workflow, embedding a strict Three-Way-Match system. *Reengineered the industrial reporting architecture: Eliminated a fragile data conversion process that relied on exporting data into MS Access, moving to direct ERP Protheus customization to track sales and margin variances. *Overhauled standard costing calculations within the ERP, slashing the cost-roll cycle from 15 hours to an automated routine within the normal shift. Restructuring & Margin Expansion: *Successfully migrated the ERP in 3 months with the plant running at 100% capacity. *Retained 100% of key personnel until final plant closure while recovering BRL 4M in accumulated ICMS credits in Paraná. *Implemented customer-specific P&L tracking, expanding margins by +5% on PSA lines and +15% on Aftermarket parts by identifying the true cost-to-serve.

Mission: Recruited as the facility's first finance professional. Built the entire finance, costing, accounting, and compliance infrastructure from absolute scratch during an intense scale expansion (Revenue grew 3x, from USD 30M to USD 90M). Full-scope accountability for plant P&L, Treasury (AP/AR), corporate financial reporting, budgeting, forecasting, and leading internal/external Big4 audits. Solid line to Plant GM / dotted line to Mercosur VP of Finance. Greenfield Governance & Compliance: *Inherited a chaotic financial state trailing 30+ days late; reengineered internal closing parameters to stabilize the monthly cycle at 2.5 business days, meeting strict NYSE and CAC 40 deadlines. *Designed the plant's first standard costing logic and Sarbanes-Oxley (SOX) compliance matrix from scratch. *Controlled the corporate transition from US GAAP to IFRS. Costing Overhaul & Pricing Strategy: *Reformulated the industrial costing architecture, creating new cost centers that drove a 12% reduction in fixed costs. *Designed an innovative management P&L reporting model giving the Plant Manager weekly visual dashboards. *Served as the financial gatekeeper for cost-reduction initiatives. *Leveraged the costing framework to accurately model inflationary changes, providing the data to secure a real 8% price increase with Toyota (representing 90% of revenue). *Squeezed inventory levels by -35%. *Structured bank credit lines during the 2008 global financial crisis to fund a new Fuji tube-forming production line. *Captured a 5% freight cost reduction on imports from Uruguay. *Managed the strategic spin-off of a loss-making product line, generating EUR 250K in cash, and recovered ARS 4M in federal tax refunds.

MBA - Finance

Executive Training

Executive Training

Accounting degree