Carlos M.

Head of the Administration and Finance Department at Asturiana de Laminados (elZinc), a leading industrial company in the manufacturing and marketing of rolled zinc for international markets, with a turnover of approximately 80 million euros and presence in over 40 countries.

My main responsibilities include managing treasury processes, financial planning, management control, budget preparation and monitoring, reporting to management, tax management, external auditing, and coordinating the company's administrative areas.

Active participation in the negotiation and management of bank and alternative financing, working capital optimization, financial risk management, cost control, and profitability analysis by business lines. I have also been directly involved in complex financial and business restructuring processes, negotiations with financial institutions, creditors, public administrations, and other stakeholders.

Experience in implementing and improving financial procedures, automating administrative processes, and developing analysis and monitoring tools for strategic decision-making by the company's management.

Financial Controller / Financial Department Coordinator. My main responsibilities include preparing the annual budget and controlling contract profitability, and implementing improvement measures or cost efficiency searches.

Budget / Financial Department

Autonomy: Regarding financial consulting, creating a financial department, our own processes, and implementing a new ERP, I became 100% operational within 3 months.

Selecting the necessary personnel, in coordination with HR, we created new processes…: from customer invoicing, supplier self-invoicing, accounting closing process, bad debts… We managed to reduce the average collection period to 30 days in 2 years.

Reporting: Preparation of internal reports with different KPIs, alerts, forecast for the current month's closing, evolution compared to budget, forecast, productivity… important for management for decision-making.

My main responsibilities include budget preparation, forecasting, implementing a 5-year strategic plan, accounting closing…

Budget / Strategy

EBIT: Improved the zone's EBIT in 2019 compared to 2015 by 5.7 million €, with an EBIT margin on revenue improvement from 7.87% in 2014 to 12.34% in 2019.

Costs: Search for cost inefficiencies, with a cost saving of 2.4 million €.

Personnel Costs: Reduction of personnel costs in certain target positions for the organization, in this case in the sales network, we managed to reduce costs by €91,000.

Accounting Closing / Personnel Costs / KPIs

Reporting: I created a weekly report for the zonal unit with the weekly evolution of certain KPIs, alerts, forecast for the current month's closing, evolution compared to budget, forecast, previous year…

Personnel Costs: Reduction of personnel costs in certain target positions for the organization, in this case in the sales network, we managed to reduce costs by €91,000.

Deviations: control and action plans for budget deviations.

Customers / Bad Debts

In 1 year, I managed to reduce bad debts from €7 million to €2 million. In one particular case, I negotiated the debt of a public entity, reducing its debt from €1.6 million to €200,000.