Victor Hugo Rodriguez Morgado

Responsable de la administración de los recursos financieros del grupo para la parte de Norte América, incluyendo Estados Unidos y México

Responsable de la elaboración de los Estados Financieros del Grupo, el manejo del área contable, fiscal, tesorería, controles y planeación financiera, con el claro objetivo de optimizar los resultados del grupo y el correcto uso de los recursos financieros del mismo y la reestructura del área financiera para soportar el crecimiento del grupo. • Liderear la implementación de la implementación del ERP, generando la estructura contable requerida para el correcto análisis de los resultados. • Estructurar la estrategia fiscal, para optimizar el costo fiscal para el grupo. • Reestructurar la deuda del grupo, pasando de una estructura de 70% CP y 30% LP, a una estructura de 60% LP y 40% CP • Reestructurar el equipo de finanzas, creando las posiciones claves para establecer los controles adecuados y el análisis de la información. • Establecer planes para mantener la rentabilidad del grupo en los diferentes negocios. • Desarrollar los principales KPIs para establecer las bases de resultados buscados por el grupo.

Responsible for managing the group’s financial analysis, designing and presenting the operative KPIs weekly and monthly, elaborating economic models to forecast the company growth in the short, medium, and long time, and the cash flow needed in each period. Responsible for the annual budgeting process, managing the cash flow to optimize the finance resources, supervising the accounting team, and leading the annual audit. Responsible for developing the main KPIs of the group and designing the dashboard. • Redesign accounting structure to provide information by department. • Supervise the reporting system. • Contribute to the design of the operative KPIs. • Implement the two years Budget, increasing the 35% the revenues. • Participate in the organizational restructuring of the group.

• I negotiated the national loan lines for 30 million dollars without the need for a guarantee to be presented, allowing the growth of 30% of the operations in Mexico in a three-year period. • I also restructured the role played by the business comptroller's office, strengthening internal controls and generating annual savings of 3 million dollars, equivalent to 2% of the total cost in a three-month period. • I promoted the measurement of production service areas through indicators, reducing 500 thousand dollars per year, equivalent to 0.2% of the total cost. • I provided guidance to improve the raspberry plantations in Central Mexico, improving the district's profitability by 10 million dollars in one-year period, equivalent to a 45% improvement over the previous year. • I implemented the evaluation of investment projects, improving the profitability of investments by 15% and reducing investments by 6 million dollars per year. • I established the Internal Control Committee in Mexico, identifying the largest processes of the operation, eliminating cost overruns of 1 million dollars in one year-period, equivalent to 0.05% of the total cost. • I participated in the implementation of the 2021 labor reform, reducing the impact of the implementation by 5 million dollars in PTU payment.

• In 2013, I implemented a budget system that allowed to reduce 50% of the time in the manufacturing process and to increase the accuracy in the budgeted numbers, thus generating an impact of 2% in the profits, equivalent to one million dollars in two-year's time. • I redesigned the financial reporting reducing by 80% the time in the generation of the financial package, thereby allowing timely decision making, which had a great impact of 1% in the results obtained throughout the year, equivalent to 500 thousand dollars. • I regularized the payment terms and times to suppliers in Mexico within a reasonable time of 6-month period, reducing the delays by 95%, equivalent to 400 thousand dollars per year.

• I led the implementation of the financial modules of Oracle Corporation, achieving to have an operational system in one-year time, being the financial modules the only ones prevailing. • I implemented the group's investment project evaluation model, optimizing investments by 30%, equivalent to 90 million pesos in a two-year period. • I developed the analysis of the company's expenses, reducing administrative disbursement by 5% in one-year period, which actually represented 3 million pesos.

Developing of KPIs, Budget development increased the business profitability by 20%, the equivalent to 6 million pesos. Expenses follow up, reducing expenses by 35%, representing 3.5 million pesos CAPEX analysis increasing projects profitability by 15% New businesses financial analysis, medium and long term forecasting, Month-end P&L presentation Reporting of financial package to Sara Lee Corporation.

Establish credit guidances for credit programs, follow up to dealers portfolio, financial analysis to Dealers business, reporting of Dealer portfolio risk