Armando Trejo Delgado

November 2019-Current

Sr. FPA&Cost Financial Partner • Sensata Technologies

• Automotive Director Financial Partner, creating and implementing financial models to perform strategic initiatives related to several areas (planning demand, accounting, operations, HR, facilities,commercial) to achieve and improve goals and objectives.
• Successfully managed financial models for director management including forecasting, budgeting, and overall financial planning for an annual production for $300M
• Preparation of Annual/Monthly/Weekly presentations executing risk and opportunities from several areas to achieve the budget.
• Develop and managing the rolling financial forecast (annual, monthly, weekly), Improved forecast accuracy from 65% to 90% with the volume production, line expenses, cost of people involved in the operation (5000 HC) and expenses related to the material.
• Participation in the monthly closing ensuring the consistency between the budget and the final figures.
• Improved STD cost accuracy from 60% to 98% $4M
• Spearheaded process improvements across the organization, leveraging FP&A processes and tools for continuous improvement and automation opportunities.
• STD cost development for new products related to transfers from other countries (China /Ireland) (Start-Up project), leadership and planning the comparative cost with the other country, production cost execution rate, CAPEX, unit cost, HC, freight, capacity, etc
• CAPEX Management: expenses, investment, ROI, follow-up from start to finish.
• Developed KPI’s and metrics as well as their corresponding tracking methods and routines, allowing for a more precise assignment of resources, reducing budgeting processing time, and increasing predictability.

November 2017-November 2019

Capital Accountant • Sensata Technologies 

• Management of current fixed assets, additions, depreciation, sales, disposals, taxes, reconciliations, reporting to corporate in the United States. 

• Execution and management of external and internal audits.Creation of annual and monthly forecast depreciation. Creation of SOX controls and procedures for the fixed assets area.
• Dashboard creation for all the investment in progress for the American continent to control and monitoring the economic impacts. 

September 2016-November 2017

Asset Analyst• Grupo Modelo -AB INBEV 

• Preparation of accounting information for global corporate, planning and execution of depreciations of fixed assets.
• Personal attention with clients of the group for accounting-tax advice.
• Execution of monthly and annual closures.
• Planning of merger and spin-off projects.
• Review of deferred tax assets.
• Monthly monitoring of assets, inputs, outputs, depreciation according to US GAAP and IFRS.

September 2015-August 2016

Tax advisor Auditor • Ernst &Young 

• Preparation of provisional payments of VAT, ISR, IETU.
• Review of SOX controls.
• Tax-accounting reconciliations.
• Planning of tax strategies and tax advice to clients.
• Presentation of annual and monthly statements (legal persons and entities)

March 2014 – January 2015

Returns and compensations Auditor - Secretaria de Administracion Tributaria (SAT)

• Elaboration of annual statements of legal persons to verify the required return was correct and proceed with the return.
• Verification of mortgage credits, authorized deductions.
• Calculation of updates and tax surcharges.

Servicio estatal del empleo –Instructor Chef (February –June 2012) 

Gym Health Factory – Executive Chef (August- January 2011) 

Marriott Hotel Aguascalientes - Butcher and cook (January – July) 2010 

Experience with line movements, Start-up and capex.

Capex management for 600 projects ($150M) the projects include smart automation, lean, capacity, facilities, tooling, quality, sustaining, yield etc.

The investment for next years planned rounds in $50M-$70M.

It is necessary to discuss with the management of each area to forecast what part of this investment will be capex or expenses in accordance with our policy and accounting principles (US GAAP) and the calculation of the ROI or cost avoidance that will have in our productivity.

Leading the movement of 30 production lines this represents a $25M of additional production from other countries (China/Ireland) to Mexico.

A guide of the processes to follow by area was implemented so that they could work on the site and the expenses related to this movement, each step was forecasted, strategies that support an efficient transfer were identified and implemented.

This process involves a champion from each area (operations, IT, accounting, inventory, facilities, human resources, etc.)

Before carrying out this process, we compared the unit cost of each country against Mexico and this decision was made for this analysis, which includes direct and indirect labor, investment (CAPEX), freight, semi-variables, experience in the process, and proximity to customers.