Abner Cagni

Since 2019 working to develop a strong Professional Finance team in the region to secure impactful insights and achievements

Advised other executive leaders on strategies and intelligence to form relationships, understand current performance and set agenda for execution

Directed budget development, budgetary controls and recordkeeping to make informed financial decisions

Managing >$1 Billion revenue budget around Latin America (12 countries)

Developed expansion plan to achieve new level of growth with 6 new offices (already opened)

Manage multidisciplinary team, Finance, Administration, Tax, FP&A and Payroll

Tracked cash flow and financial planning to analyze company's financial strengths and weaknesses and propose strategic directions:

• Work with Global Treasury team to guarantee cash flow continue to be healthy, long term strategy and right invested;
• Rearrange supplier agreement to implement 60 days payment term to all suppliers

Delivered forward-thinking and bold insights to enhance business assets and report financial metrics:

• Work with 8 Accounting Managers and FP&A team to implement standard reports;
• Developed deck for monthly results including actionable insights and discussing monthly;
• Build bridge between statutory and managerial reports to guarantee board has the full view of business;
• Monthly analysis of P&L, Balance Sheet and Cash Flow;
• Rolling12 month forecast developed monthly to Leadership;

Completed in-depth analyses of risks to control company profile, enhance systems and track legal concern:

• Combined with HR review, simplify and implement ~10 new policies to secure compliance and avoid Financial risks;
• Developed with Legal report to track ongoing cases with status, amount and risks;
• Reviewed all payments and expenses approval process to secure efficiency, cost savings and compliance;
• Member of compliance committee for LatAm;

Manage relationship with lawyers and audit Firms:

• Internal and External Audit relationship lead;
• Using purposefully tax advisors to move actions to recover $200M retroactively;
• Turnaround on internal audit report moving from red flag in 2019 to green flag in 2020 by aligning process and secure alignment with Firm Policies;

Leading multiple tasks around performance improvement and cost optimization:

• Reviewed 100% of relevant agreements to renegotiate and implement safe options to exit and for pricing control;
• Renegotiation of $50M contracts with third parties
• Move some fixed costs to variable cost based on usage to secure expenses follows revenues;
• Developed purchase lab to secure any bidding is following policies to have multiple prices and negotiate accordingly;
• Implement rebate concept to improve P&L;
• Generated $20M savings for following years based on contract renegotiation;

Tax accounting strategic review reached >$30M savings in multiple taxes by optimizing the way to operate:

• Performed full review of way to allocate resources to guarantee tax optimization and savings;
• Work with Global Tax team to implement global profit sharing program and generate saving and harmonize P&L across the globe generating positive impact;
• Review transfer pricing strategy for LatAm;
• Implemented new system to track invoices to secure it is registered on properly time and tax can be paid on time;

Acting as Reporting & Accounting Global modernization regional lead:

• Regional Champion for SAP Global implementation
• FIT to standard process to implement globally
• 100% digital tool for Expenses reimbursement 100% implementation to optimize process

ESG initiatives already impacting P&L:

• Moving all fleet to energized fleet;
• Implementation of policies to raise offices to be >90% green (Office Supplies, Travel, Kitchen and Cafeteria);

M&A integration lead to the recently project in Argentina

Structured all Finance and some correlated departments in Brazil (team members FP&A 3, Accounting 3, Treasury 2, Tax 2, Accounts Payable 2, Accounts Receivable 3, Billing 10, IT 4 and Legal 3)

Worked together with all leadership to restructure the Brazil operation

Turnaround on almost BRL 1Billion debt:

• Perform full review of debts and potential risks;
• Work closely to advisors to reach each supplier and bank on strong position to negotiate;
• Transparency during negotiation secure good deal during all process;
• Working to do in-person deal also increase success of process;

Exit of Judicial Recovery Program in Brazil:

• 10 months intensive process with legal team to properly exit and negotiate with court and suppliers;
• Success of exit open new clients and new opportunities to company;

CapEx plan performed in partnership with Corporate for business decisions yearly basis:

• Open 5 new stores across country;
• Renovate 10 stores;

Authored, evaluated and reviewed reports to highlight company financials to key stakeholders

Quarterly review in New Jersey to all board of the company

Planning season with combined effort of the corporate team, treasury, sales and others in New Jersey

Worked closely with audit team to hedge against or mitigate operational risks

Implemented Culture change from Family company to corporate mindset

Completed in-depth analyses of risks to control company profile, enhance systems and track legal concerns:

• Implement multiple policies across company to secure and operate safely by minimizing risks;
• Compliance committee was implement with chairs in Brazil and in US;

Monthly negotiation with car makers of almost 15k cars and BRL 300M per year

Support sales team on the new contracts negotiation

Work closely to franchisee team to develop a model to increase indirect revenues to the business

Performed specific project with advanced analytics consulting Firm to develop pricing tools for supply and demand

Improved cash flow, retired debt and built cash reserves to control costs and enhance benefits:

• Renegotiate contract to find cash flow relief and turn operational cashflow positive;

Established bank relationship to structure operations for car acquisition:

• Hedge operation for cash protection;
• Car acquisition transaction in dollars and BRL;
• Full monthly alignment with Global Treasury to guarantee coverage of covenants on global level and mitigate risk;

Risk mitigation and renegotiation with multiple suppliers

Act as consultant during 3 years for Transaction Advisory services on Business Modeling

Multiple clients served on multiple Business industry

By beginning of 2013 moved to internal role to develop FP&A in EY

Implemented annual planning with revenue and direct operating expenses and monthly forecast (>1Billion BRL revenue)

Performed full review of 100% of projects (+3000) to validate margin and develop long term plan to improve bottom line