Jorge Toledo

• Participate in the corporate development process from sourcing/integration to closing through integration and value creation.
• Lead the publication of integration and value creation plans.
• 4 Integrated acquired businesses in a 24-month period
• Lead the implementation of NetSuite accross the Group companies
• Manage the achievement of key milestones in integration plans and the realization of qualitative and quantitative metrics specified in the value creation plan.
• Have a full and comprehensive understanding of business operations across multiple disciplines.
• Understand operational dependencies and redundancies for systems, data, and processes.
• Recognize business continuity principals and priorities and maintain or improve business continuity practices while discovering improvements and efficiencies.
• Build partnerships across the business to provide influence and direction for data, systems, and processes.
• Work with multiple stakeholders on implementation and/or maximization of systems and processes throughout the organization.
• Advocate for the appropriate level of simplicity and/or redundancies for value creation, data security, and business continuity.
• In coordination with business unit leaders and other partners, recommend and drive changes for improved cost/value recognition including systems, data, processes, and personnel.

• Month end reporting, shortening the close period from 10 to 5 working days
• Supervising accounting staff through the full finance cycle (OTC, PTP, RTR) and FP&A
• Outsourced the accounting function to the Philippines, with 30% of the former cost
• Ownership of the Internal Control environment, aligning it with Group requirements.
• Cash Flow forecasting and prioritization system
• Building relationships with the business lines managers, providing timely information and advice
• Monthly performance reviews

• CFO for the Building & Construction business, with 1,800 employees and $400M revenue
• Ensured continuity of the function after resignation of half of the Finance team, including key individuals (controller, AP, System Administrator) and continue to support the delivery of the portfolio rationalization plan
• Supervising accounting staff through the full finance cycle (OTC, PTP, RTR) and FP&A
• Ownership of the Internal Control environment, aligning it with Group requirements.
• Annual budget and weekly forecasting, minimizing deviations with actuals.
• Working capital forecasting and management
• Monthly performance reviews to Intertek CEO
• Customer bid preparation and review
• Strategic plans and portfolio management
• Building relationships with the business lines managers, providing timely information and advice to improve performance

General Manager for the AIM business in US, with 200 employees and $50M in revenue

Sales governance: sales strategy, sales plan, timely follow up, backlog, pipeline and opportunities management

Relationship building with key customers

Operational oversight

Monthly performance reviews to CEO and CFO

Customer bid preparation and review

Business turnaround and strategic assessment

Building relationships with other business lines managers, untapping joint initiatives

• Reduction of working capital by 40%, internal controls compliance by 27%
• Supervising accounting staff through the full finance cycle (OTC, PTP, RTR)
• Ownership of the Internal Control environment, aligning it with Group requirements.
• Annual budget and weekly forecasting, minimizing deviations with actuals.
• Working capital forecasting and management
• Monthly performance reviews to Global EVP and CFO
• Customer bid preparation and review
• Strategic plans, business turnaround

• Ownership of several global initiatives around pricing strategies and new business opportunities
• Ownership of Industery Services global controls compliances and ERP system

• Number two of the function, with three direct reports (UK team), managing daily operations. Responsible for the overall quality of the Internal Audit work during all the audit stages (planning, execution and reporting)
• Design and implementation of new methodology as per business requirements, for all 12 members of the audit team based in 4 different locations.