1. Louis Varilias, Jr.
www.linkedin.com/pub/louis-varilias/12/75/118
Relevant Business Experience:
Well-rounded Executive: A proven and successful financial executive with vast domestic and international
experience in manufacturing, construction and financial service industries. Demonstrated business
development achievements in the Latin America market and Europe. A leader and excellent communicator
with all layers of management and staff. Outstanding analytical and organizational abilities, experienced in:
1. Implementation of internal controls and re-engineering of internal processes, aligning Enterprise
Resource Planning (ERP) efforts.
2. Experienced in Treasury – Foreign exchange, hedging and working capital management.
3. Expert in analysis of Key Performance indicators (KPI) and Key Risk indicators (KRI).
4. Excellent appraisal skills of operations and markets; knowledgeable in GAAP, IFRS as well as IAS.
5. Excellent management skills of IT flow and use of various software applications to expedite
timeliness and efficacy of reporting to management.
6. Knowledge in the integration with IT management Bill of materials processes (BOM) to provide
critical product information for both engineering and manufacturing teams.
7. Proficient in project analysis and cost accounting systems -ABC, succession planning and change
implementation.
8. Venture Capital negotiations and due diligence analysis.
9. Fluent in Portuguese and Spanish.
Project Management & Implementation: Lead various implementation of ERP improving interface processes
for software applications such as: HYPERION, JD Edwards and Timberline as well as Quickbooks.
Improving timeliness and reliability of financial reporting. As an independent consultant with “International
Consulting Services” I utilized various concepts, such as employing balanced business scorecard (BBS),
identifying key performance indicators (KPI) metrics for strategy execution.
Advised in the preparation of financial models, along with the implementation of client company strategies as
they relate to:
1) Business models and metrics.
2) Capital modeling, management and optimization; including venture capital partnerships.
3) Review and optimization of internal processes.
4) Strategic and Operations analysis.
5) Start-up companies, mergers & acquisitions, growth strategies, exit strategies.
6) Regulatory – SOX, taxation foreign and domestic e.g. transfer pricing)
 Enterprise Management Competence: Experienced in financial modeling and improving reporting
processes resulting in the timelier availability of relevant business information. Strong knowledge of
liquidity management gaining accurate forecasts on cash positions, which requires visibility into
impending inflows and outflows. Optimizing Supply Chain Finance (SCF), Accounts Payable (AP) and
Accounts receivable (AR) providing insights and recommendations for improving controls over cash
flows from operations. Standardizing banking processes, enabling company to handle interactions with
different banking partners consistently. Identifying SCF issues and managing them helped speed up
collections (reducing DSO), leaning out inventory practices (reducing DIO), optimizing AP to balance
timing of outflows with potential benefits of discounts.
 Use of Business Metrics - continuous improvement: A focus on business measurements, other than the
traditional financial statement’s ratio and underwriting analysis. Resolute for continuous improvement
and proactive in implementing strategy. Managing results, considering most organizations have issues
executing strategy, I am confident I can contribute in the solution(s). In my experience Organizations
with a formal strategy of enacting processes, dramatically outperform those, thus I can significantly
contribute to this transition. I have knowledge on the best methodologies available. While I have used and
implemented the Balanced Business Scorecard (BBS) – considered by many the best model for strategy
execution, I use it as a framework among other tools (KPI and optimization of Capital)
organizing goals required by client companies in strategy execution. I use Business Process
Mapping and Activity-Based Costing as alternative tools in the development of use of metrics
and document processes. Understanding a process is key to improving it. Business Process
Industry Experience
Manufacturing
Construction
Financial Services
Energy
Pharmaceuticals
Consumer Products
Functional Experience –
Domestic and International
Accounting
Planning & Forecasting
Financial Analyses and Under
Writing.
Project Management.
Implementation of Corporate
Strategy.
Venture Capital and M&A
Negotiations.
Business Development
Client Relations
Systems Experience
Timberline
Microsoft
QuickBooks
JD Edwards
HYPERION
Certifications
M.B.A. (foreign)
C.P.A. (foreign)
B.S. Accounting (foreign)
Education
University of Lima.
– B.S. Accounting
Graduate Business School
(E.S.A.N.)
– Finance Major,
Columbia University
College of Insurance.
County College of Morris.

2. Mapping is very helpful in getting a detailed understanding of how a process works. It is a key to identify where the process
begins, where the process ends and all of the intervening steps. It is clearly challenging for many organizations and departments
to develop metrics that are essential to get appraisals. These are critical in to identifying exceptions in the procedures and to
validate compliance against the actual predetermined goals and processes. I have taken a leadership role in coaching and training
diverse discipline teams. This requires teamwork and attention to detail from all involved. Taking on the leadership role of
coaching and training diverse discipline teams. I understand the leadership role well: setting the right example, there are various
principles and philosophies. Leadership finds is expressed in deeds, not words. Ultimately the act of leadership is action. Not only
provide energy but release it from others. Leadership comes through most in a crisis; it helps me focus and in many ways inspires
others to rise to the challenge. What leaders really do is prepare organizations for change and help them cope as they struggle
through it.
 Exceptional General Finance Professional: From start-up to full responsibility of all accounting functions including monthly,
quarterly and year-end closings. Experienced in restructuring monthly financial reporting closing processes ensuring timeliness
and reliability. Responsible for partnering with corporate and business development management teams in the analysis of results
vs. budgets, and client relationships. I am a specialist in implementing and managing accounting structure, methodology and
alignment with systems/applications as well as staff to bring into line business strategy. Knowledgeable in documenting Policies
& Procedures, furthermore I have significant experience in handling insurance and company benefits. Having worked at the
premier insurance rating agency has provided me with experience with global carriers, under writing and has given me exposure
to risk management.
 Management Style: I have worked both independently and as a member of a team, throughout my career. I enjoy both and I can
do them equally well. However, I believe that working with others has yielded great results for projects I have been part of,
“there are no wrong ideas or answers”. The creativity of a group of people is always going to be greater than that of one person.
I am open to and encourage innovation – getting people to think creatively, not to become complacent. I am a leader and
understand that leadership is about setting the right example, stories we’re often told make mention of various principles and
philosophies. But they find their expression in deeds, not words. Ultimately the act of leadership is action. I not only provide
energy but release it from others. Leadership comes through most in a crisis; it helps me focus and in many ways inspires others
to rise to the challenge. What leaders really do is prepare organizations for change and help them cope as they struggle through it.
A pragmatic management style and a head for details help me devise practical solutions to problems and deliver projects on
schedule and within budget. Effective management requires coaching and team work. This approach has allowed me to control
work flow in a manner that optimized employee’s talents and enhanced their job satisfaction. Working with others has often
yielded great results for projects I have worked on.
 Building a Company’s Vision: Companies that enjoy enduring success have core values and a core purpose that remain fixed
while their business strategies and practices endlessly adapt to a changing world. The dynamic of preserving the core while
stimulating progress is how to become an elite institution able to renew itself and achieve long-term performance. A good
conceived Vision consists of two major components a core ideology and an envisioned future. The basic dynamic of visionary
companies is to preserve the core and stimulate progress. It is the Vision that provides the context. Many people wrongly assume
that a company exists simply to make money. While it is an important result of a company’s existence, we have to go deeper. The
need to understand the driver or motivation is of the utmost importance. We have to come to the conclusion that a group of people
get together and exist as an institution that we call a company so that they are able to accomplish something collectively that they
could not accomplish separately – they make a contribution to society, a phrase that is fundamental … You can look around in the
business world and see people that are interested in money and nothing else, but the underlying drive comes largely from a desire
to something else: to make a product, to give a service – generally to do something of value for all.