Jean Carlo Torres Alfaro

Orica is one of the world’s leading mining and infrastructure solutions providers. From the production and supply of explosives, blasting systems, mining chemicals and geotechnical monitoring to cutting-edge digital solutions and comprehensive range of services.

Responsible for tracking financial performance, monitoring, Restructuring, preparing or providing financial information, forecasting and analysis to help guide decision making and set strategy for "Lurin Plant in Peru" one of the two world ´s largest plants (18 plants in the world). I must support and challenge the business, continually ensuring that its strategies align with financial goals.

Main Achievement:

Orica has invested more than USD 100Million in Lurin plant (Peru) to consolidate regional volumes and be properly prepared as one of the largest providers in the world, and the 1st provider in America. Neverthless production and delivery costs were not the expected in the last 4 years. I helped the company in cost reduction working very close with the plant Senior manager and the the Regional Senior Finance partner.

Actions:

1) Isolated all product lines in terms of finance performance and empowered all the line managers with the correct information and main issues that were leading to bad results.

2) Aligned strategies and kpi between Manufacturing and Supply team works and benchmarked with other plants in Orica ´s network.

3) Creation of "finance culture" training supervisors, Line managers and team leaders , in the main levers to ensure results.

4) Developed an action tracker with monthly steering committees to supervise any advance an release any blocker supported by the RMT (Regional management team) and the plant Senior Manager.

5) Leading and pushing saving actions for unit costs reduction, including also the working capital downsizing (unhealthy stocks).

6) Capex return lookbacks, providing clarity on the return performance, and proposing changes to achieve objectives (monthly committees with the Senior project manager in Australia).

Leading company in Peru in the transformation and/or commercialization of non-ferrous metals and their derivatives with more than 40 years in the market

Duties:

• Working capital management (accounts receivable, accounts payable, inventory), aging and provision policies.
• Review of monthly accounting closings and preparation of short (1 year) and long term (5 years) P&L projections with great involvement in the operation.
• Management of metal and currency Forwards.
• Company Management Control: Pricing, Costing, Feasibility analysis , Budget structuring & Control,
• Kpis (Balance scorecards).
• High-level reports to senior Management and Board of Directors: GAP analysis, waterfalls.

Main achievement

• Budget and forecast reestructuring giving clarity of real margins.

• Developing new process to ensure the hedging quality.

• Identification of opportunities and pushing action plan tracker

Leading company in multi-technical solutions and energy efficiency with presence in commercial, industrial and mining sectors. ENGIE has been working in Peru for 20 years, through ENGIE Energy Perú.

Responsible for Treasury, Financial Planning and Control management of the company. Financial Support based on information transparency, risk identification, accounting closure approvals , income, costs and expenses, management control model, project feasibility analysis, identification of improvements, viability of new services, profitability analysis, budgets and forecasts.

Main achievements

• Working capital management: Reduction in collection days from 120 to 60 days and increasing payment days from 30 to 60 days.

• Recovery of delinquent portfolio, negotiating discounts and signing new agreements.

• Good budget control for all projects, leaving non profitable contracts and replacing them with good clients and building up a healthy portfolio.

Peruvian company leader in offer of Exact Solutions in rock fragmentation for mining and infrastructure industries.

Responsible for accompanying tDirectors of Supply Chain Management (Plant and Logistics Operations) and Sustainability, with Financial support (Business partnering). Responsible for controlling the transparency of information, risk identification, approval of costs and expense closures, formulations, Management Control model, project feasibility analysis, identification of improvements, viability of new products, process restructuring, profitability analysis , budgets and forecasts.

Main Achievements:

• Creation and execution of project: “Pandora's box”, with which inconsistency in cost and expense information was identified, and allowed the cleaning and creation of the cost value map by product in Exsa, through the identification pareto of costs and administrative and sales expenses. This allowed us to redefine the zero-based budgets and achieve an average compliance of 95% of the budgets.
• Design and implementation of Hyperion Planning, which allowed the identification of gaps and failures in the Comprehensive planning process. In addition, the development made it possible to improve the certainty of margin estimates from 85% to 95%.
• Design of cost control report by category, submitted to the company's Executive Committee on a monthly basis (Bridges, gap analysis and value proposals).
• Balance Score Card: Structuring a control board to measure the management and progress of the strategic projects of each area with frequency and rigor. This allowed us to meet 95% of OPEX and capital investment (CAPEX) budgets, as well as control and detect opportunities for improvement.
• Creation and monitoring of the project "Optimize": Identification of business ideas, measurement standardization and definition of milestones to monitor progress in the steering committees. The project began with a mapping of ideas with a potential saving of US$ 3.5 million between 2017 and 2018; However, this goal was exceeded by US$ 2.5 million; reaching a total of US$ 6.0 million.
• Redefinition of the budget control process and link with objectives and bonuses.
• Responsible for structuring the economic proposals that allowed the company to obtain the award of 85% of the tenders for the mining projects: Southern Peru, Yanacocha, Chinalco, Antapaccay, among others.
• Oliver Wight Operational Excellence Certification: Score of 4/5 in Financial Integration.
• Recovery of overdue loans with clients: monitoring of aging accounts receivable and payable, as well as debt exposure levels.
• Monitoring of Covenants for long-term debt.
• Restructuring of cash flow model: developed, standardized and then controlled by in-house treasury.
• Member of the Working Capital Committee: Determination of action plans and impact on cash flow and results of stocks blocked due to quality problems and/or low turnover. It was possible to reduce 70% of the immobilized stock (Slobs).

Sandoval group company that provides airport services linked to: cargo services, ramp handling, executive aviation and online maintenance

Responsible for the company financial health, Operating margin control, policies compliance, Forecasts and budget structuring, accompanying the CFO in supporting projections and commitments in executive committees.

Main achievements

• Design of bases for the operative system migrations from the financial perspective (Ofismart System to SAP)
• Reorganization of collection management, and reduction from 120 days to 65 days on average.
• Recovery of 85% of delinquent portfolio for US$ 0.8 million.
• Comprehensive restructuring of cost centers and redefinition of profit margins: ramp and loading business initially reported similar margins. After reorganization and control of expenses, 70% of EBITDA was supported only by Cargo business. This allowed both local and international shareholders to have greater clarity of business for decision making.
• Responsible for exposure and details of business to Swissport International based in Switzerland.

• Peruvian capital company, belonging to Sandoval Group, in charge of providing airport services linked to: cargo services, ramp services, executive aviation and online maintenance.
• Responsible for Control management, project evaluations, Pricing, Budget control, forecast, weekly flashes, among others.
  

Major achievements:
• business budget restructuring.
• Implementation of Balance scorecard (MIS- management information system)
• Promote decision making through powerful and accurate economic evaluations.
• Analysis of Financial statements: Balance Sheet, Profit and Loss Statement.
• Project evaluation.

• Industrial conglomerate of Peruvian capital oriented to sectors: food, mainly dairy, cement, pharmaceutical, cardboard packaging, transportation and customs.
• Financial Analyst responsible for supporting preparation of annual budget, reports for senior management, Forecasts, analysis of monthly movements, control of indicators and project analysis

• Responsible for controlling Market Facilitators' management indicators to measure results; as well as functional analysis of transfer prices between companies that maintain economic ties.

• Responsible for fund placements for specialized Financial Institutions, quotes, estimation of interest rate margins, as well as feasibility analysis of private capital investment projects and regional governments.