Diego Robles Ramallo

Experience

• 

  Unilever

  Jan 2006 - Jun 2013

  Finance business partner for the business team (marketing and sales), leading the forecast and budget processes, monitoring of actual results, business cases for innovations and new business opportunities, management and projection of investment and cash flow in ice cream fridges, price management and marketing investment management. In charge of all cost planning and results analysis for the entire Brazilian affiliate, as well as consolidating and reporting all this information. Also responsible for planning and controlling all supply chain indirect expenses, write-off, Working Capital and Transfer Pricing. In charge of all product cost planning and factory expenses, as well as control of fixed assets, inventory, and physical/fiscal flow in the site. Led the analysis of cost reduction projects, factory investment projects and innovations. I also developed a Control Self Assessment for critical points subject to auditing for all factories in Brazil. In charge of innovations cost studies, cost reduction projects, supply studies and factory capacity expansion. Gross margin and transfer pricing analyzes for the entire region. Great interaction with teams from different countries, mainly Mexico, Colombia, Argentina and Brazil.

  • Category Finance Manager - Refreshment Brazil

    Jan 2012 - Jun 2013

  • Financial Planning & Reporting Manager

    Jun 2010 - Dec 2011

  • Factory Controlling Coordinator

    Jul 2007 - Jun 2010

  • Regional Supply Chain Finance Coordinator - Latam

    Jan 2006 - Jul 2007
• 

  PepsiCo

  Jul 2013 - Sept 2016

  In charge of the entire pricing strategy and revenue management for the Foods division in Brazil. Reported to the Finance Director. Leadership of a team of 5 people.• Led a project to define a new pricing and format proposal for salty snacks aimed at recovering margin while minimizing volume impact. Coordinated a market situation study and price elasticities, conducted financial feasibility studies, and collaborated with Marketing, Commercial, and R&D teams to finalize the offer.• In charge of the Project Management, and secured alignment and approval from the Executive Committee, leading to the successful launch of the new portfolio, which allowed for margin recovery without affecting volumes. Show less In charge of providing financial support to the business unit, Full P&L accountability, serving as a strategic partner in planning, monitoring results, and making short, medium, and long-term decisions. Reported to the Finance Director. Leadership of 1 person.• Developed and implemented a new Sales Forecast process and tool by mapping the existing process, identifying stakeholders, bottlenecks, weaknesses, and opportunities, and determining key success factors, which later became a benchmark for the budget process across all Business Units.• Reviewed the innovation process for the Salty Snacks category, clearly redefining the roles and responsibilities, deadlines, information needed to prepare the studies, as well as the project approval funnel and process. Show less

  • Revenue Management Senior Manager

    Apr 2015 - Sept 2016

  • Financial Planning Manager

    Jul 2013 - Mar 2015
• 

  Sanofi

  Sept 2016 - May 2024

  In charge of Insights (Market Research with Customers, Healthcare Professionals, and Consumers) and Analytics (Business Intelligence and Data Science) for all divisions in Brazil. Reported to the BOS Director. Leadership of a team of 10 people.• Led and implemented innovative Machine Learning and Artificial Intelligence projects, such as identifying new potential Prescribing Doctors, development of advanced Channel and Doctor Segmentation models, and offering personalized online interaction recommendations to enhance customer experience and optimize sales force results.• Developed a strategy and Influenced the company to start a Data Standardization and Democratization Project, identifying bottlenecks and internal client needs. The project was successfully implemented, improving data flow and allowing the cancellation of some external supplier tools, generating annual savings of BRL 800,000. Show less In charge of providing financial support to the business unit, Full P&L accountability, serving as a strategic partner in planning, monitoring results, and making short, medium, and long-term decisions. Reported to the CFO. Leadership of a team of 7 people.• Supported the complete review of the Strategic Positioning of the Generics business in Brazil, by conducting full P&L, financial and competitor analyses, and proposing solutions such as building a new distribution center in an incentivized area. This strategic change led to a 15% to 20% annual growth in the Generics business and 18 consecutive months of market share gain.• In 2022, the delivery of results was at risk due to sales falling below the planned levels. I was responsible for a series of actions to mitigate this impact, such as managing prices and discounts, controlling Opex, reducing product write-off risks (and reversing provisions accordingly). As a result, we delivered the planned EBITDA for the year despite a downside in sales of around 5%.• Provided financial support for 3 divestment projects of some brands, which generated tens of millions of euros in results.• Avoided spending on destroying products with a short shelf life available through coordinated actions with the Commercial team, approving price reductions and special conditions for customers, generating a cost avoidance of 80% of the original risk.• Improved the Budget and Forecasting process and implemented a more robust Risk and Opportunity management model.• Developed and strengthened the team, bringing in new employees and giving opportunities to internal talents, creating a direction and a vision of objectives aimed at improving delivery and better serving the business and our internal customer. Show less Accountable for the Full P&L, as well as In charge of Commercial Controlling, Opex, and Headcount of the entire Brazilian affiliate, overseeing the planning and reporting to headquarters. Reported to the CFO. Leadership of a team of 18 people.• During a Budget process for the Brazilian affiliate at the end of 2021, we received a target to reduce Opex by approximately 10%. The impact was very significant, especially in an inflationary scenario, which could lead to many layoffs. I led a workshop with the senior leadership in Brazil to find opportunities for cost reduction. Based on a deep analysis of the P&L and potential impacts, I managed to agree on significant expense reductions that minimized the need for staff reductions by 40%.• Led the implementation of the TM1 system (Cognos platform) in Brazil, responsible for the Sales, Expenses and Reporting modules. I supervised the team in the development, testing and progress of the project, as well as communication with global teams.• I achieved a turnaround for the team that was facing a motivation and work environment problem. Through reorganization of work, simplification where possible and a new way of dividing the work, giving more autonomy and decentralizing activities that were concentrated in the Head of the area, I managed to improve the motvation, developed the team and reduced the workload for everyone. This was widely recognized by the General Manager and CFO, and I became the right-hand man of these stakeholders, restoring trust in the team and credibility in the deliveries.• I was one of the creators and sponsors of an work environment improvement program for the entire finance community in Brazil. I led the development and recognition pillar, creating several actions that were well received and evaluated by the entire target audience, thus contributing to improving the scores of subsequent work environment surveys. Show less In charge of providing financial support to the business unit, Full P&L accountability, serving as a strategic partner in planning, monitoring results, and making short, medium, and long-term decisions. Reported to the CFO. Leadership of a team of 4 people.• I participated in the preparation and launch of Dupixent in Brazil, which would become Sanofi's largest product in the world. I led the entire Financial evaluation for its launch, which was very successful and the product exceeded Sales and Profitability expectations.• I led the financial assessments for federal incorporation projects of high-cost medications for complex diseases.• I enhanced the S&OP process and sales forecasting by bringing in new data previously unknown to the BU, particularly regarding public sales, and improving communication with the demand team. Show less In charge of supporting the Commercial team throughout the Sales closing process, managing provision control and account reconciliation with customers, and overseeing the analysis, approval, and management of commercial conditions for the entire affiliate. Reported to the FP&A Director. Leadership of a team of 4 people.• Structured the Commercial Controllership team with a Sanofi Brazil scope, defining scope, priorities, alignment with commercial management, control of transactions with customers and standardizing processes for all business units.• Revised the entire Sales closing process for the Brazilian affiliate by centralizing provision, consolidation, analysis, and reporting activities, and implemented significant changes to the Provision Methodology to accurately reflect the accrual concept, enhancing discount tracking and predictability.• Developed a unique sales database in Access, detailing client, product, and discount types, which improved visibility and became a crucial tool for the Commercial team to track and manage customer performance. This database, implemented in 2017, remains the primary source of sales information. Show less

  • Analytics & Insights Head

    Oct 2022 - May 2024

  • BU Controlling Director - General Medicines Finance Head

    Apr 2021 - Nov 2022

  • Controlling Director - Sanofi Brazil FP&A Head

    Jan 2020 - Mar 2021

  • Business Unit Controller - Specialty Care Finance Head

    Apr 2019 - Dec 2019

  • Commercial Controller

    Sept 2016 - Mar 2019