Jose Millar Alarcon

Master's (MADI, UC3M) consulting project, building on professional experience at Komatsu.

• Profitability and margin analysis by product segment for the Commercial Department: identification of improvement opportunities and proposal of growth actions.

• Review of financing alternatives and drafting of the framework agreement with DLL (group's financial partner). Management reporting and pipeline analysis.

Management control and financial planning for regional operations of US$500M across 15 countries. Direct support to CFO, General Management, and Japan HQ in strategic decision-making, with active participation in regional management committees. Directly managed a team of 5 people.

• Led the regional financial planning cycle: budget preparation, weekly forecast, and consolidated monthly reporting with P&L, cash flow, operational, and commercial KPIs for management decision-making.

• Budget variance analysis: root cause identification by country, customer, and business line, recommendation of corrective actions, and impact monitoring.

• Financial business partner for Sales, Operations, Legal, and Logistics teams: challenged the business through data, identifying opportunities for process and organizational improvement, with analytical support for pricing decisions and customer profitability evaluation.

• Designed and implemented the distributor evaluation and scoring methodology for Latin America (15 countries), with recovery plans for critical distributors and reporting to the CFO and regional committee.

• Professionalized regional financial processes: created the indirect regional cash flow model, requested by Japan HQ as a reference for other subsidiaries.

• Recovered US$5M in international collections under exchange rate restrictions (Guyana, Suriname), including three-year-old overdue debt collected in full with all interest.

• Designed a collection model through securities for Argentina (US$3M), replicated by subsidiaries in Europe and the US.

• Member of the regional credit committee with own approval authority for high-value transactions.

Financial control and business partnering in the captive finance company of an industrial manufacturer: direct collaboration with the manufacturer and its network of exclusive distributors, profitability analysis, financial planning, risk assessment, and reporting to the management committee. Acting head of the department.

• Prepared profitability analysis by customer and by transaction for the credit committee and General Management: P&L by segment, margins, pricing, and conditions, for transactions of US$150M annually.

• Financial control of a US$15M annual own portfolio: KPI monitoring (profitability, delinquency, cash conversion), variance analysis, and proposal of corrective measures.

• Financial business partner for the sales and operations teams: analytical support for proposal design, structuring of customized leasing and leaseback, including financing of used Mercedes-Benz and Volvo trucks from the Komatsu Rental fleet.

• Professionalized and scaled the finance function from scratch: co-founder of the group's captive finance company in Chile, designing control processes, tracking systems, electronic signatures, documentation, and reporting.

• Increased market penetration by 15% through segmentation analysis and redesign of the offering by customer type.

• Closed the first contract for the Underground line in Chile (US$3M), building the financial model from scratch.