Gaby Santesteban

Regional and global leadership of financial organizations with reach to over 20 countries, responsible for working capital, liquidity, financial control, executive reporting, IFRS/SOX compliance, and transformation programs. Focus on strengthening financial governance, improving information quality for decision-making, and optimizing the organization's financial performance. Team of 250 employees. Reporting to the Global Director of Shared Services.

• Optimization of working capital through end-to-end improvement of O2C and P2P processes, reducing supplier invoice backlog by 70% and customer contracts by 80%, strengthening liquidity and operational predictability of the business.

• Improvement in the quality of financial closing through an 85% reduction in incidents with external auditors, by regularizing over 12,000 accounting accounts.

• Elimination of 100% of IFRS16 audit findings through normalization of contracts and strengthening of accounting calculation control, mitigating regulatory risks.

• Strengthening of the financial control environment through the implementation of risk matrices under IFRS and SOX frameworks, reducing risks and ensuring regulatory compliance at the regional level.

• Improvement of operational efficiency through process mining (Celonis), reducing payment rejections by 70% and strengthening relationships with suppliers.

• Optimization of the O2C process through automation with the implementation of 35 robots, accelerating revenue recovery and reducing operational burden.

• Improvement in the quality and timeliness of financial reporting through redesign of processes and controls, enabling data-driven decision-making.

• Transformation of the financial model through regional implementation of ERP Cloud, enabling standardization, operational efficiency, and business scalability.

Executive position responsible for the management of Working Capital, Treasury, Liquidity, and Cash Flow Optimization for multiple business units of GroupM Argentina. Responsible for cash generation, credit risk management, financial investments, DSO/DPO indicators, and cash needs planning, collaborating with senior management to strengthen financial performance and support strategic decision-making. Team of 70 employees. Reporting to the Regional Director of Working Capital.

• Optimization of working capital through improvement of O2C and P2P processes, strengthening DSO/DPO indicators, liquidity, and cash flow predictability.

• Strengthening of credit risk control through optimization of evaluation, monitoring, and collection mechanisms, reducing financial exposure and improving accounts receivable recovery.

• Active management of cash position and financial investments in highly volatile environments, protecting liquidity, financial stability, and fund availability for operations.

• Close collaboration with senior management and business leaders to align working capital strategies with commercial and operational objectives, strengthening financial performance and strategic decision-making.

Creation and direction of a financial and administrative structure under a Shared Services Center model, integrating accounting, accounts payable, accounts receivable, tax, payroll, IT, internal control, KPIs, and SLAs processes for multiple business units. Responsible for operational efficiency, compliance, reliability of financial information, and business support. Team of 50 employees. Reporting to the Global Director of Shared Services.

• Increase in operational efficiency and consistency through standardization and optimization of end-to-end processes (R2R, P2P, O2C, taxes, payroll, IT), driving continuous improvement and automation of key activities.

• Strengthening of the internal control framework and regulatory compliance, aligning processes with corporate policies and international accounting standards.

• Implementation of an integrated ERP and process automation, reducing risks and improving the reliability of financial information.

• Assurance of service levels and productivity improvement through the definition and monitoring of SSC KPIs and SLAs.

• Reduction of operational costs and increase in efficiency through the creation and implementation of the Shared Services Center in Argentina, defining the operating model, organizational structure, and financial processes.

• Management of relationships with internal and regional stakeholders, promoting alignment between the SSC and the group's strategic needs.