CARLOS EDUARDO CARRILLO OCHOA

• Manager responsible of a group of global team of 7 Senior Solution Integrity Analysts and Advisor team leaders, including 50 contractors supporting the transformation roadmap for the TCD instance of S/4 Hana v.2021 (CPS ERP), this team specializes in SAP Financial and Controlling modules, due to the nature of the enterprise with a heavy focus on Profitability Analysis and Product Costing, including all the Finance integrations with Third-party SaaS solutions for R2R, P2P, and O2C, focused on maintaining and protecting the instance blueprint, providing solution direction as guardian of the template, working closely with the Regional Delivery Teams Business Analysts and SMEs, consolidating Functional and Technical documentation, working on Key Design Documents and co-innovation projects with SAP working with an average of 200 RIEFW´s per year on the large complexity projects we had in the roadmap to consolidate our CPS businesses in a single ERP.
• Finance Instance Lead for the signature Symphony Program to consolidate the Protein Businesses in North America, through Alpha project (Turkey business in US and Canada), Bravo (Case ready plants) in North America onboarding 3,000 new users during Go-live for the Beef Supply chain between the fiscal year 2021 through 2024 with a total of 26 plants and 8 Go-lives over three years, in parallel we implemented UK/NL in Feb 2023. We started a co-innovation project with SAP called Foxtrot for Live-Stock Procurement Deployed in March 2024, providing support during Design, Build and Test phases, collaborating closely with our AMS partner during Go-live and Hypercare period, building strong relationship across our organization operating as One team.
• ERP Applications Manager tag for CPLA (Cargill Protein Latin America) Region expansion and growth, partnered with stakeholders to gather requirements such as the Digital Transformation Team, Business Relationship Managers and Project Implementation Leads to plan ahead on the multiple initiatives running in parallel supporting their organic and inorganic growth, working closely with our delivery partner to reduce cost and optimize the deployment of their new capabilities, standardize the integrated countries to Target Architecture, Led Continuous Improvement initiatives collaborating with Product Owners and Process Managers, maximizing our value capture after each implementation, including Statutory and Legal requirements, Commercial Excellence with SalesForce Protein CRM Program, RoadNet implementation for Dynamic Routing for the B2C business model, and M-Tech Agriculture Software for traceability, Negotiated contracts with vendors, ensuring cost-effective solutions while maintaining high standards of quality and service delivery.
• IT Lead responsible for implementation in Colombia large M&A of two businesses ($30M project), onboarding 1,400 SAP users to our instance next quarter, merging two major companies in the country, sunset of legacy systems, modernizing infrastructure, improving our Plant Costing Financial Analysis, Commercial and Operations processes, enabling the CPLA region to thrive, providing visibility to the roadmap, key projects as part of their expansion through fast follow initiatives from the CPS Executive Leadership Team.
• Responsible to Govern, maintain, integrate and implementation of SAP FI-CO modules for our business in alignment with other Global IT, Delivery and Architecture teams for all the implementation with an average of $100M budget for our instance each fiscal Year.
• Ensure SAP technology-enabled solutions and service meet the needs of the organization, Next-Generation applications, 3rd party SaaS updates Thomson Reuters OneSource, FSCM-Autobank, environment refresh and SAP upgrade to S4/Hana 2023 latest version and migration to a hyperscaler.
• Managed and analyzed portfolio of project interdependencies with the architecture leads, evangelizing instance roadmap of projects running in parallel being the point of contact with Finance Portfolio, Applications Architect, Product Owners and other IT functions, managed the full lifecycle of application development from initial planning to final implementation and support.
• Instance Stability, Led continuous improvement initiatives that resulted in enhanced system stability and faster issue resolution times, enhanced application performance by optimizing server configuration and database structures, partnering with SAP and Basis Architecture team for out Growth and Archiving strategy, automated regression testing, FIORI first approach, health assessments and Business Process Performance Optimization, accelerating Data Archival, addressing open items reducing system vulnerabilities by regularly conducting security audits and implementing necessary updates, including synchronization with Central Finance.
• Established a culture of continuous learning among team members through group training sessions and individual coaching; Conducted regular performance reviews of team members, fostering professional growth and setting clear expectations for success.
• Ensured successful completion of multiple concurrent projects by effectively allocating resources based on priorities; Delivered timely project status updates to stakeholders, providing transparency on progress, risks, and opportunities for improvement. Championed best practices in software development methodologies such as Agile and SAP Activate.
• Oversaw the migration of legacy systems to modern platforms, minimizing disruption to business operations during transitions. Fostered strong relationships with clients by consistently delivering high-quality results and exceeding expectations. Evaluated emerging technologies for potential integration into existing systems, recommending improvements when applicable. Led technical upgrade projects for clients by working and coordinating with consultants and developers for integrations. Liaised with other departments to minimize network interruptions and possible downtimes.

Program Manager of amazing large-scale transformation programs for the company roadmap, supporting as Finance PMO Manager in key roles and projects, from Design Planning throughout the implementation and successful execution, such as:

• Delivered Full Stack A, B, and C implementation as Workstream Lead for Future Architecture Software Transformation roadmap, this program implemented a simplified System Architecture and integration of both legacy stack systems into one single solution becoming a more nimble and agile company, migrating from SAP ECC to Oracle Cloud NetSuite Platform, with the integration of new 3rd Party SaaS applications.
• SUSE Divestiture TSA account lead between parent MFI and Divested Linux company, with support of Temporary Service Agreements until the company reached full autonomy and transitioned to their new environment and historical data retention strategy, Data virtualization, and Audit data integrity.
• Business planning Lead for the Global Solutions and Systems Architecture team (Consolidating of the System Architecture organization under the COE and Shared Service Center), creation and leader for the PMO office, Defining Policies and Procedures, Hiring and Staffing, creation of SOWs, managing relationships with our Deloitte, Accenture, and Wipro service providers. Acting as Chief of Staff for +500 employees and contractors, evaluating, hiring talent, developing teams, creating retention plans driving the consolidated Budget Year-over-Year Financial planning.
• Transition Manager for AMS region to build the Center of Excellence in Romania, with two Shared service centers located in Mexico and India, and a Hub in the US.
• Operational Excellence Manager, Directed and prioritized important, complex projects by monitoring deliverables and milestones, including contingencies to minimize risk and maximize success, some of these examples of projects directly managed with my team are:
• Led Stack A stabilization with +180 FTE surge contractors as part of Change-Impact Analysis after transitioning to BAU and support for the FAST Transformation program.
• Director of the Quality Assurance team, JE, Reconciliation, Internal compliance audited 30% sample (+15K Sales Orders with 40 Senior Revenue consultants assigned)
• Recovered through Revenue Balance Sheet Clean-up process (Component Audit entity analysis) very successful project estimated amount of $13M recovered cash in unbilled documents with our strategically selected partner.
• Supported implementation as Control Owner for SOX 202 and 404 certifications (tracking Design and evidence), including audit support.
• Drove Localization strategy, Legal Entity Rationalization, Workforce forecast planning for the creation of the shared service centers, and ramp-down of +120 surge resources.
• Provided strong leadership to enhance team productivity and morale.

Senior Program Manager and advisor consultant on strategic M&A and Divestiture, on very High complex de/merger experience gained under the original SMO Separation management office that was stood up for HP-HPE divestiture with an impact of worldwide operation in 75 countries.

• Experienced working with PMO Project Portfolio, HP Hardware Split, Enterprise Service and Software Divestiture, Workstream lead, and company stabilization.
• System Architecture Governance Leader with a proven career path working with multiple virtual teams across various functional areas and regions, creating dashboards and Balanced Scorecards for the Governance Steering Committee.
• IT Strategy defined Clone, Cleanse, and split strategy for +300 systems and ERP responsible for the Cutover plan creation, Review, and sign-off for horizontal Processes such as Finance, Tax, Treasury, Global Trade, Supply Chain, and Sales Ops, counting with the participation of +600 global leaders during the critical path milestones to minimize business disruption.
• Responsible for the strategy definition of business support, collocation, and Follow the Sun approach, having 24/7 continuous Support with Strategic teams positioned across 3 regions using in favor of the different time zones and key locations presence from IT Leads.
• Other strategic Initiatives delivered were on New Product Introduction, Historical Data Retention, Revenue Recognition, Tax Advantage model, Decommission and sunset of legacy systems.
• Assisted in training new team members, and sharing best practices and expertise in the client Advisor role.
• Developed strong rapport with clients through active listening and empathetic understanding of their goals and concerns.
• Utilized advanced problem-solving skills to address unique client challenges and identify appropriate solutions.

Creation and definition of a high-level metro map, mapping the entire business capabilities End-to-End for all of our Business Units, corporate policy alignment, and strategic M&A in Mexico and Brazil.

• Responsible as Business Implementation Manager, working closely with SMEs and Super Users of the new system, Data Migration, ERP Platform integration with SFDC Salesforce, AutoCAD, and Inventor systems for Engineering and Production Planning.
• Update and revision of the company policies, Definition of the IT Service Management catalog, SLA assurance, Delivery and implementation.
• Team Lead responsible for reporting directly to CFO, CIO, Country head, and Directors on the planning, test, execution, monitoring, and control phases, monitored with a Balanced Scorecard
• Enhanced customer satisfaction by resolving disputes promptly, maintaining open lines of communication, and ensuring high-quality service delivery.
• Cross-trained existing employees to maximize team agility and performance. Developed a strong company culture focused on employee engagement, collaboration, and continuous learning opportunities.
• Monitored and analyzed business performance to identify areas of improvement and make necessary adjustments. Achieved departmental goals by developing and executing strategic plans and performance metrics.

Finance and Accounting Front line manager and team lead of over 25 resources and accountants responsible for centralizing operations for the Americas region as a transition manager, process owner, and account lead.

• Transition Lead for the Americas region consolidating the operation of 12 countries in one single COE, leading various workshops, and site visits.
• Hosting manager of the weekly review meeting with Global Process Owners, Dashboard walkthrough, and KPIs for the financial cycles R2R, O2C, and P2P outsourced services, this regular status updates to senior leadership, highlighting progress, challenges, and key accomplishments during the transition period.
• Team Lead responsible for SLA project adherence, cost-saving opportunities, and delivery of Green Belt and Black Belt projects using DMAIC methodology. Monitored progress of ongoing transitions, identifying potential bottlenecks and implementing solutions to maintain project timelines.
• Led change management efforts by providing training, support, and guidance to affected employees throughout the transition process. Streamlined transition processes by implementing effective project management methodologies and communication strategies.
• Identified potential risks and developed mitigation strategies to ensure smooth transitions with minimal impact on business continuity.
• Maintained detailed documentation of all transition-related activities for future reference and knowledge transfer purposes.