Ignacio Arancibia

Reporting to the Portfolio Partnering Unit (PPU) Team Leader. The PPU team provides business partnering and data stewardship functions in order to help and assist Major Projects’ managers and project officers, including: - Build strong relationships with our internal clients – Project Officers, Cost Controllers & Finance - Constant system (Oracle Primavera, Aconex) support to project officers relating to budgets, data integrity and milestones/activities - Monthly support on accruals and review of milestone dates for all projects. - Resolving complex partnering queries on school contributions, internal cost transfers and contingencies.

Reporting to the Cost Planning Manager. Tasks include prepare and analyse month and year-to-date financial data of the development phases of the individuals projects. Collaborating with rolling forecasting and controlling individual Budgets. This role focuses on controlling all MRPV projects in their initial phase (development).

MRPV is part of the Major Transport Authority Infrastructure (MTIA), that works closely with the Department of Transport to ensure major construction activities and disruptions are coordinated across the network. MRPV plans and delivers dozens of major road projects around metropolitan Melbourne and regional Victoria, such as new roads, road widenings, new bridges and major freeway upgrades. As part of the financial business partner team, I develop, prepare, maintain and improve the management of MRPV corporate space related to budgeting and financial data. Assist and work closely with internal stakeholders to continuously improve their processes by automating reporting to reflect their changing business needs.

An amazing experience, originally intended as a Career Break to gain and explore further knowledge, during this journey which was dominated by the Covid-19 outbreak, I learnt how to combine and complement my financial and analytical skills with the Design Thinking. I was also able to experiment and apply my former experience and new skills granted by the program including Innovation, IT Systems, Consulting, The Blockchain and research on industry projects.

Paz Corp is a listed real estate and construction company with operations in the South American region, mainly in Chile and Peru. It is one of the most important players in an atomised market with 5% of the market share. 𝘙𝘦𝘱𝘰𝘳𝘵𝘪𝘯𝘨 𝘵𝘰 𝘵𝘩𝘦 𝘊𝘍𝘖 𝘢𝘯𝘥 𝘊𝘌𝘖, 𝘭𝘦𝘥 𝘵𝘩𝘦 𝘧𝘪𝘯𝘢𝘯𝘤𝘦 𝘴𝘵𝘳𝘢𝘵𝘦𝘨𝘺 𝘧𝘰𝘳 𝘵𝘩𝘦 𝘚𝘰𝘶𝘵𝘩 𝘈𝘮𝘦𝘳𝘪𝘤𝘢𝘯 𝘳𝘦𝘨𝘪𝘰𝘯, 𝘮𝘢𝘯𝘢𝘨𝘪𝘯𝘨 𝘤𝘰𝘮𝘱𝘢𝘯𝘺’𝘴 𝘧𝘶𝘯𝘥𝘪𝘯𝘨 𝘰𝘧 𝘜𝘚$ 500 𝘔𝘪𝘭𝘭𝘪𝘰𝘯. 𝘓𝘦𝘥 𝘢 𝘵𝘦𝘢𝘮 𝘰𝘧 𝘵𝘩𝘳𝘦𝘦 𝘴𝘦𝘯𝘪𝘰𝘳 𝘧𝘪𝘯𝘢𝘯𝘤𝘦 𝘢𝘯𝘢𝘭𝘺𝘴𝘵𝘴, 𝘵𝘸𝘰 𝘤𝘰𝘭𝘭𝘦𝘤𝘵𝘪𝘰𝘯 𝘴𝘱𝘦𝘤𝘪𝘢𝘭𝘪𝘴𝘵𝘴, 𝘢𝘯𝘥 𝘵𝘩𝘦 𝘛𝘳𝘦𝘢𝘴𝘶𝘳𝘦𝘳. ▻ Reduced the cost of debt over two years by negotiating with banks, which increased the financial performance of the real estate projects by 2%. ▻ Conducted and managed the financial growth transition of the company by increasing the funding required for accomplishing the five-year business plan by 50%. ▻ Conducted the commercial & financial modelling of the core business – Real Estate and construction. ▻ Supervised the daily cash flow for ensuring weekly payments to suppliers and daily investments with financial institutions. ▻ Planned and formulated a 18month forecasting cash flow report, debt and financial KPI’s to the board monthly. ▻ Analysed and controlled potential liabilities caused by foreign currencies by establishing an internal protocol of how to manage overseas currencies. ▻ Sharing the quarterly income statements to investors and markets according to the Chilean Regulation ▻ Developed and reported a quarterly presentation to shareholders, financial institutions, and potential investors to communicate company’s results, commercial performance, and future investments plans. ▻ Budgeted a five-year cash flow and financial KPI’s by integrating different inputs from corporate departments to ensure the budget consistency and support the long-term decision-making.

𝘙𝘦𝘱𝘰𝘳𝘵𝘪𝘯𝘨 𝘵𝘰 𝘵𝘩𝘦 𝘊𝘍𝘖 𝘢𝘯𝘥 𝘊𝘌𝘖. 𝘊𝘰𝘯𝘥𝘶𝘤𝘵𝘦𝘥 𝘢𝘯𝘥 𝘱𝘳𝘦𝘴𝘦𝘯𝘵𝘦𝘥 𝘵𝘩𝘦 𝘤𝘰𝘳𝘱𝘰𝘳𝘢𝘵𝘦 𝘢𝘯𝘯𝘶𝘢𝘭 𝘣𝘶𝘥𝘨𝘦𝘵 𝘢𝘯𝘥 𝘵𝘩𝘦 𝘧𝘪𝘷𝘦-𝘺𝘦𝘢𝘳 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘱𝘭𝘢𝘯 𝘵𝘰 𝘵𝘩𝘦 𝘣𝘰𝘢𝘳𝘥 𝘰𝘧 𝘥𝘪𝘳𝘦𝘤𝘵𝘰𝘳𝘴. 𝘊𝘰𝘯𝘵𝘳𝘰𝘭𝘭𝘦𝘥 𝘢𝘯𝘥 𝘴𝘶𝘱𝘦𝘳𝘷𝘪𝘴𝘦𝘥 𝘵𝘩𝘦 𝘢𝘯𝘯𝘶𝘢𝘭 𝘣𝘶𝘥𝘨𝘦𝘵 𝘰𝘧 𝘜𝘚 $400 𝘮𝘪𝘭𝘭𝘪𝘰𝘯 𝘪𝘯𝘷𝘦𝘴𝘵𝘮𝘦𝘯𝘵, 𝘜𝘚 $350 𝘮𝘪𝘭𝘭𝘪𝘰𝘯 𝘳𝘦𝘷𝘦𝘯𝘶𝘦, 𝘢𝘯𝘥 𝘜𝘚 $ 40 𝘮𝘪𝘭𝘭𝘪𝘰𝘯 𝘱𝘳𝘰𝘧𝘪𝘵. 𝘓𝘦𝘥 𝘢 𝘵𝘦𝘢𝘮 𝘰𝘧 𝘧𝘪𝘷𝘦 𝘍𝘪𝘯𝘢𝘯𝘤𝘪𝘢𝘭 𝘈𝘯𝘢𝘭𝘺𝘴𝘵𝘴. ▻ Conducted a transformation process by implementing a corporate annual budget and a five-year business plan to contribute the decision-making of the board of directors. ▻ Conducted the corporate annual budget and the five-year business plan by supervising and delegating tasks to the financial team and the different departments within the company. ▻ Communicated the budgeting activities for the different departments in a kick-off meeting by presenting the Chart Gantt to all stakeholders involved in the budgeting process. ▻ Presented to the board of directors the monthly financial reporting by analysing and comparing the actual vs. budget of the investment plan, income statement, commercial performance, cash flow, and safety targets of the construction activity. ▻ Reduced operational expenses by 8% in four years by implementing a control mechanism called Profit & Losses performance (P&L) to diminish unnecessary expenses for every department of the company. ▻ Improved the financial performance of the real estate and construction businesses in four years by 6% and 12%, respectively, by implementing customised reporting to analyse main variances for helping the decision-making process. ▻ Helped career paths of senior analysts by giving continuous feedback, training and autonomy in order to create loyal and committed employees, and to contribute to their development and growth.

𝘙𝘦𝘱𝘰𝘳𝘵𝘪𝘯𝘨 𝘵𝘰 𝘵𝘩𝘦 𝘙𝘦𝘨𝘪𝘰𝘯𝘢𝘭 𝘍𝘪𝘯𝘢𝘯𝘤𝘪𝘢𝘭 𝘊𝘰𝘯𝘵𝘳𝘰𝘭𝘭𝘦𝘳. 𝘛𝘢𝘴𝘬𝘴 𝘪𝘯𝘤𝘭𝘶𝘥𝘦𝘥 𝘱𝘳𝘦𝘱𝘢𝘳𝘦 𝘢𝘯𝘥 𝘢𝘯𝘢𝘭𝘺𝘴𝘦 𝘮𝘰𝘯𝘵𝘩 𝘢𝘯𝘥 𝘺𝘦𝘢𝘳-𝘵𝘰-𝘥𝘢𝘵𝘦 𝘧𝘪𝘯𝘢𝘯𝘤𝘪𝘢𝘭 𝘥𝘢𝘵𝘢 𝘰𝘧 𝘵𝘩𝘦 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘶𝘯𝘪𝘵𝘴. 𝘊𝘰𝘭𝘭𝘢𝘣𝘰𝘳𝘢𝘵𝘪𝘯𝘨 𝘸𝘪𝘵𝘩 𝘵𝘩𝘦 𝘢𝘯𝘯𝘶𝘢𝘭 𝘣𝘶𝘥𝘨𝘦𝘵 𝘢𝘯𝘥 𝘳𝘰𝘭𝘭𝘪𝘯𝘨 𝘧𝘰𝘳𝘦𝘤𝘢𝘴𝘵𝘪𝘯𝘨 𝘸𝘪𝘵𝘩𝘪𝘯 𝘵𝘩𝘦 𝘤𝘢𝘭𝘦𝘯𝘥𝘢𝘳 𝘺𝘦𝘢𝘳. ▻ Contributed to the decision-making process of the different business units, by building customised reports from data collected from the ERP/SAP. ▻ Supported the formulation of the real estate annual budget by compiling data from the systems and building reporting to prepare and present the final version of the annual budget. ▻ Created awareness to internal stakeholders about the financial performance of the real estate projects by designing, building, and analysing customised reports regarding the individual performance of the real estate projects. ▻ Improved the pricing methodology of the real estate business by providing professional advice to the commercial department by building and designing a commercial report by extracting data from the system - (SAP/RE). ▻ Helped the construction department to improve their monthly presentation to the board of directors by creating a customised financial and performance reporting - (SAP/FI) ▻ Contributed to the data quality assurance by conducting costing process of the different business units - (SAP/CO).

EMEL S.A. is a Chilean listed energy holding with companies across the country. Its major business unit are the distribution and transmission of electricity, and it is part of the North American Holding PPL. 𝘙𝘦𝘱𝘰𝘳𝘵𝘪𝘯𝘨 𝘵𝘰 𝘵𝘩𝘦 𝘍𝘪𝘯𝘢𝘯𝘤𝘪𝘢𝘭 𝘊𝘰𝘯𝘵𝘳𝘰𝘭𝘭𝘦𝘳 𝘢𝘯𝘥 𝘳𝘦𝘴𝘱𝘰𝘯𝘴𝘪𝘣𝘭𝘦 𝘧𝘰𝘳 𝘱𝘳𝘦𝘱𝘢𝘳𝘪𝘯𝘨 𝘢𝘯𝘥 𝘢𝘯𝘢𝘭𝘺𝘴𝘪𝘯𝘨 𝘮𝘰𝘯𝘵𝘩 𝘢𝘯𝘥 𝘺𝘦𝘢𝘳-𝘵𝘰-𝘥𝘢𝘵𝘦 𝘧𝘪𝘯𝘢𝘯𝘤𝘪𝘢𝘭 𝘥𝘢𝘵𝘢 𝘰𝘧 𝘷𝘢𝘳𝘪𝘰𝘶𝘴 𝘦𝘯𝘦𝘳𝘨𝘺 𝘤𝘰𝘮𝘱𝘢𝘯𝘪𝘦𝘴. 𝘗𝘳𝘰𝘷𝘪𝘥𝘪𝘯𝘨 𝘱𝘳𝘰𝘧𝘦𝘴𝘴𝘪𝘰𝘯𝘢𝘭 𝘤𝘰𝘯𝘴𝘶𝘭𝘵𝘢𝘯𝘤𝘺 𝘵𝘰 𝘵𝘩𝘦 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵 𝘤𝘰𝘳𝘦 𝘥𝘦𝘱𝘢𝘳𝘵𝘮𝘦𝘯𝘵𝘴 𝘸𝘪𝘵𝘩𝘪𝘯 𝘵𝘩𝘦 𝘤𝘰𝘮𝘱𝘢𝘯𝘺 𝘴𝘶𝘤𝘩 𝘢𝘴 𝘍𝘪𝘯𝘢𝘯𝘤𝘦, 𝘌𝘯𝘦𝘳𝘨𝘺 𝘖𝘱𝘦𝘳𝘢𝘵𝘪𝘰𝘯𝘴, 𝘙𝘢𝘵𝘦𝘴 & 𝘌𝘯𝘦𝘳𝘨𝘺, 𝘢𝘯𝘥 𝘚𝘦𝘳𝘷𝘪𝘤𝘦𝘴 & 𝘏𝘙. ▻ Contributed the decision-making process of the different core departments of the company by providing accurate business analysis by comparing the actual vs. the budget and explaining its differences. ▻ Contributed to define annual objectives to the Chilean north division of the company by leading its budgeting process. ▻ Presented the annual budget and five-year business plan to the CFO by helping to consolidate the data provided from the different energy companies across the country. ▻ Improved the timing and performance of the budgeting process by decreasing the time needed to prepare the operational budget by 40% (passing from 5 to 3 days) by developing and designing an integrated web tool with the ERP/PeopleSoft. ▻ Created awareness to the internal stakeholders about the budgeting process by conducting a training schedule to illustrate how the budgeting process should be executed after the enhanced budgeting process.