Gustavo Adolfo Sibaja Alvarez

• Evaluated L.A.M.A. methodology for in-house training and analyzed programmed topics to identify opportunities for improvement.
• Determine the duration of the learning curve for a recently trained agent and the parts that comprehend the certification process.
• Delivered front desk services to customers of JAZZ account for Goldman Sachs financial products.
• Used critical thinking to break down operation problems, evaluate solutions and provide recommendations to improve services rendered reflected in customer CSAT.
• Evaluated available website applications to recommend process changes and close gaps to make the support process more efficient and fluent.
• Explore the possibility to expand the services portfolio to support the operation in a medium-term span.
• Proposed several in-house changes affecting the operations structure to better serve the customer’s target population.
• The main objective of this consultancy is to take the CSAT score to a target of 85% within a nine-month timeframe.

• Led the transitions E2E making sure that all processes and protocols are in compliance with standard quality held at the Shared Service executing the operation.
• Set the correct processes and controls to run the operation under a stringent.
• IC environment including system architecture and process controls.
• Served as the main point of contact to help drive any internal or external "Audit" processes executed to assess the security of the operation control’s environment.
• Meet all operational standards and statutory obligations set by fiscal or legal requirements over the regions supported.
• Canalized the operational resources under my direction in a way to serve both our internal and external customers most efficiently
• Create the right training programs to help maintain operation and security.

• Establish the mission, vision, and short, middle, and long-term objectives for the new company.
• Definition of a strategic plan, to guide the operation of the business including all the different aspects of an ongoing operation, administrative structure, operations procedures, internal controls design, personnel hiring process and training, inventory definition, purchasing procedures and payables, internal policies, marketing model and introduction strategy.
• Definition of the initial investment and cash flow operation requirements.
• Creation of sales forecast and investment returns (ROI/NPV) Oversee the creation of the distribution channels and assignment of daily routes for the sales force.
• Definition of the benefits package for all employees according to their roles and responsibilities.
• Creation of policies and processes to support the operation such as Accounts Receivables (O2C), Accounts Payables (AP), and Record to Report (R2R).Creation of a 3-year operation plan and financial forecast that factors in all internal and external risks that may affect the development of the recently formed company.

• By embracing the operational discipline model, I led the team to deliver all Green STARS & Hand Over (Follow the Sun) operational metrics.
• Delivered an overall RFT improvement on FY12/13 vs FY14/15 of 9%
• Through the execution of Best Practices my team delivered monthly FF, FIRM, Calendar & Resource Planning, and Restatements with quality and timeliness
• Delivered improved Qty via cross-checking audit, priority setting, RFT revamps, and Manual intervention metric introduced.
• I led the Continues Process Improvement program “Do it!” for BP&A, through this initiative, the team delivered our set target of 540 hours per month (3 FTEs savings) and 800 hours stretch.
• Shared & reapplied best practices Productivity Program across the 3 SCs to enable add value/SOP, benchmarking.
• To enable long-term operation sustainability within BP&A, I strengthened the PMI certification program across the organization.
• I complimented this initiative with the creation of the BP&A University training program.
• Led BP&A’s Reward & Recognition program which delivered a score of 4.10 out of 5 in the annual Spirit Survey.

• Rewrote a new CSA (Controlled Self-Assessment) process applicable to the three GBS shared service operations across regions.
• Including the outsourced TAP (Transactional Accounts Payables) operations transitioned to Hewlett Packard, securing a robust IC environment while avoiding overlaps on the control structure and responsibilities owned by each organization sharing touch points in the processes executed by GBS.
• I contributed to the GBS SOX certification process through the implementation of a stringent IC environment.
• I documented the global guidelines for the FI Solutions and created the policy on the use and controls applicable to OTV (One-time vendor) solution.
• I led the closure of an Internal Controls issue through the creation of the "MyApproval" (FI Approval Tool) second approver screen.
• This solution provided a 30% productivity saving when compared to the previous process.

• I led the multi-disciplinary project team that created an automated tax payment solution "Host 2 Host" interface with “Banco do Brazil”
• Among my responsibilities I owned the project budget execution, the resource planning, which included the coordination of the business operation, technical team, legal, tax, IC, and local resources
• With this project P&G pursued to mitigate any tax payment compliance issues on the Brazilian GNRE tax process by implementing changes requested by the government
• With this automation, P&G also simplified the existing complexities of the tax payment process in Brazil
• Maintained the quality of all the project deliverables, despite dealing with governmental uncertainties and moving targets
• This is because of government-driven delays of their automated solution to link with our product
• We created an automated solution that significantly simplified the existing tax payment process, addressing IC concerns while eliminating the use of so-called “Boletas”
• We successfully implemented a solution approved by Internal Controls &
• Global Process Owner, avoided manual intervention, thus reducing the existing risk of fraud.

• I led a SWAT team intervention in Argentina (South cone operation) to reduce and address a number of problems generated in this country as a result of the South Cone GCF SAP architecture implementation.
• As a result, the elimination of root causes and problems impacting positively Payment Services performance metrics.
• I coordinated a work process intervention to local sites through on-the-ground visits from our expert resources
• (Argentina and Brazil GO, Pilar, Villa Mercedes, Louveira, Anchieta, and Manaus plant) to manage and control un-postable invoices during the South Cone migration & stabilization phase
• Led the Manaus plant AP Transition Project into the SJO service center with no negative impact experienced on the performance metrics of the plant
• Thus, reducing significantly, the number of open items and un-postables.
• L led the implementation of a logistic demurrage account for unplanned charges in the logistic chain
• This has provided clear visibility on the root cause of unplanned charges, allowing linking these charges to specific materials and finished products
• Provided visibility of US$20M in unplanned charges during the first six months since its adoption for finished products in Mexico alone.

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Other Contributions and Responsibilities:

• I developed a campaign across the Payment and Banking Services operation, called We Care! We Deliver! We Improve! To re-launch our company “Success Drivers” linked to PS operations, this effort seeks to drive a higher rate of employee satisfaction, and motivation and develop energized individuals
• I led over 2 years the December and June Fiscal Year End activities for LA countries. Considering local accounting regulation (GAAP) there was a need to ensure that 100% of invoices received prior to the local FYE (June) must be booked in our local accounting statement.
• Due to this local requirement through the LA PS Accounting, I coordinated a work process to manage and control un-postable invoices at FYE.
• This work process ensured all the areas (FSS Rows, GBU, MDO, and Corporate), comply with their responsibilities to reduce potential fiscal exposure.
• This coordination ensured 100% of the invoices received in LA countries both in June and December were processed in the system accordingly, supporting the accrual process executed by all finance teams.

• I led the creation of a multifunctional task force including RDA (Regional Database Administrator) Tax compliance, Procurement, Treasury, and Banking, in SJO to address the root cause elimination of identified issues impacting RFT (Right First Time) and POT (Payment on Time) performance metrics, resulting from the South Cone GCF (Global Core Financial) SAP system implementation.
• Performed an intervention in Brazil (South cone operation) to reduce and address several problems generated in this country as a result of the South Cone GCF SAP architecture implementation.
• Coordinated the creation of a scorecard to monitor the effectiveness of the intervention team. Key measures included RFT, Vendor Master Data Accuracy, Number of un-postable Invoices, Late arrivals, Critical defects, etc.
• Coordinated the creation of action plans from the analysis of scorecards, with responsible individuals to own and resolve each one of the issues identified. Results of the Brazil intervention, RFT% gain of 8% points (80 to 88.12% in 6 months) Un-postable invoice reduction, 540 items to 140 on average. No relevant escalations received after the completion of the intervention.