L.C. - Financial Controller Remote

Demonstrated experience with Financial Reporting.

Demonstrated experience with Data Integrity in ERP Transformation.

Demonstrated experience with AI-Assisted Automation & ETL.

Demonstrated experience with Budgeting & Forecasting.

Demonstrated experience with Intercompany & Consolidation.

Direct the financial control function of U.S. logistics and manufacturing companies through a wholly owned Wyoming-registered firm (Rivera Enterprise Solutions LLC), under engagements structured as MSA + SOW with EIN-backed B2B invoicing.. Own the finance function for founder-led and mid-market companies — month-end close, GL integrity, intercompany reconciliation, US GAAP financial statements, and audit readiness — operating as their control leader, without the fixed cost of a full-time hire.. Safeguard financial integrity and data governance through system transformations (SAP S/4HANA, Infor M3, Microsoft Dynamics AX) — data-cleansing strategy, cutover planning, balance validation, and post-go-live stabilization of finance processes.. Modernize the finance function with automation and controllership-validated AI orchestration — including multi-agent designs and the deployment of local LLMs (Llama/Qwen) in isolated environments to keep confidential financial data private — accelerating close, audit, and migration.. Give leadership real-time executive visibility with Power BI dashboards (DAX-driven margin analysis, variance tracking, and KPI reporting), replacing days of manual spreadsheet work with actionable intelligence for decision-making.. Institute SOX-style internal-control frameworks (SOP libraries, control matrices, segregation-of-duties policies) tailored to mid-market resources for companies scaling into audit-ready territory.. Ensure cross-border US–Mexico compliance (IMMEX, CFDI 4.0, tax-framework alignment) for companies operating on both sides of the border.

Directed rigorous month-end close and full-cycle accounting operations across three regional sites (Apodaca, CDMX, Veracruz), delivering accurate financial statements, variance analysis, and consolidated reporting to the National Finance Manager.. Safeguarded financial integrity and data governance through the transition from Dynamics AX to Infor M3 — instituted the control framework (8 SOPs), directed data mapping and validation (UAT), and ensured a zero-disruption go-live.. Restored balance-sheet reliability as the basis for investment and audit decisions: cleaned up 8 GL accounts, eliminated over $270K USD of fixed-asset exposure, and certified a full $0.00 variance prior to migration cutover.. Deployed AI-assisted ETL pipelines and automated workflows, reducing manual data prep by 65% for migration-ready asset records. Designed a 13-section Power BI executive dashboard with 20+ DAX measures, delivering real-time KPIs, margin analysis, and a sales cost calculator directly to Plant Management.. Managed operational budgeting and CapEx adherence reports for the ExPak new plant project. Ensured rigorous compliance with local tax obligations (VAT, CFDI) and designed a technical framework aligned with Mexico’s Tax Reform and IMMEX requirements.. Replaced the corporate WD+3 cost-variance report with daily supply-chain-level variance reporting and a self-refreshing workbook (Power Automate + AI-assisted ETL), giving the Plant Manager same-day visibility into production cost deviations.

Managed intercompany journal entries and balance reconciliations across global entities, ensuring data accuracy during monthly and quarterly close cycles while supporting internal and external audits.. Resolved cross-entity discrepancies by coordinating with international partners, reducing aging balances and accelerating settlement timelines in compliance with corporate accounting policies.

Directed all financial operations for the Mexico Division — accounting, budgeting, billing, inventories, fixed assets, and reporting — as a member of the executive leadership team.. Eliminated invoice duplication by designing ERP validation rules and standardized cancellation codes (A/B/C/D), strengthening internal controls and audit trails across fleet operations.. Delivered truck-level profitability analysis enabling data-driven decisions on fleet performance; managed VAT/excise compliance, supervised accounting staff, and negotiated vendor and banking relationships.. Raised the standard of CEO-level monthly reviews by building a Power BI executive pack with a dedicated materiality annex that anticipated operational questions (accident costs, route deviations, tire-rotation compliance) quantified by cost impact and relative materiality.

Owned the full controllership cycle for an 11-entity consolidation (10 U.S., 1 Canada) — balance-sheet flux analysis, SOX controls, budgets, month- and year-end closes, rolling 3-month forecasts, and consolidated monthly reporting — serving as a primary contact for Big 4 audit requirements.. Safeguarded financial integrity and compliance continuity through the end-to-end migration from legacy systems to SAP S/4HANA for 4 U.S. entities within the consolidation, ensuring seamless GAAP compliance, tax code mapping, and 100% user acceptance with zero downtime at go-live — mapped each team’s activities to the new environment and standardized special-report requests through ServiceNow.. Reduced month-end close time by 25% by developing SOPs for tax accruals and journal entries; cut reconciliation errors by 40% through rigorous data mapping and vendor record cleansing.. Designed intercompany reconciliation workflows for migrated entities, achieving a 30% faster close process; delivered role-based SAP S/4HANA training and created video SOPs to accelerate adoption.

Redesigned a 12-year-old corporate IS cost-allocation model for ABB Canada after detecting an ~8% unallocated residual: led a CIO-sponsored, 6-month Scrum improvement project that uncovered hidden idle costs — unreturned hardware with active licenses, decommissioned-but-billed infrastructure, unused project licenses, and misallocated storage — and presented results in Power BI to BU Managers and Controllers ahead of the budget cycle. The model was adopted by IS USA and IS Mexico; recognized with a performance bonus.. Analyzed Group financial results and delivered performance reports to global leadership; standardized reporting and data visualization across 5+ departments; directed financial planning, budgeting, and forecasting; delivered training to global managers on enhanced Financial Controlling tools and automated dashboards for ABB Canada’s IS division.

Cost Controller for Moon Palace The Grand — the chain’s largest property — through its expansion from ~800 to 1,605 rooms: managed month-end close, monthly physical inventories (F&B, china/glassware/silverware, linens, fixed assets), cost tracking, and budget forecasting with minimal added headcount.. Proposed and led the transfer of food-warehouse custody from the kitchen to Cost Control, applying Pareto (80/20) controls and SAP-based requisition discipline — cutting expiration-driven food waste, linking allowable consumption to occupancy, and issuing daily departmental cost reports; the initiative was adopted chain-wide across all properties within 3 months.