Raquel Mojica

I am a strategic consultant with a comprehensive approach to business development, financial optimization, commercial expansion, and digital transformation. My experience spans the planning and execution of business strategies that maximize performance, drive profitability, and accelerate sustainable growth.

I specialize in creating effective business plans, financial planning for startups, fractional CFO services for growing companies, and building strategic alliances. I also have a solid track record implementing digital and technological transformation processes.

My commitment is to bring real value to my clients by developing innovative strategies, optimizing processes, and creating new business opportunities in competitive environments.

Areas of Expertise:

✅ Business Development & Commercial Strategy

✅ Financial Optimization & Digital Transformation

✅ Data Intelligence & Financial Analysis

✅ Fractional CFO & Financial Planning for Companies

✅ Project Management & Business Process Reengineering

✅ Negotiation & Strategic Partnerships

Key Skills:

🔹 Business Opportunity Development

🔹 Technological Innovation & Digital Transformation

🔹 Strategic Planning & Project Management

🔹 Fractional CFO & Data-Driven Financial Decision Making

🔹 Process Improvement & Organizational Reengineering

🔹 Business Vision & Data-Driven Decision Making

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Functions: Head of the E2E of Expenses, everything related to the recognition of Expenses, Costs and Cash Outflows (Payment Center).

My focus was oriented towards a strategic and precise management of all financial outflows, transparency and control at each stage of the expenditure cycle. I was responsible for the strategic management, control and planning of cash flow, as well as risk management to optimize the company's liquidity. I led banking negotiations for loans, debt restructuring and digital process improvements, strengthening financial relationships with banking institutions. In addition, I led all negotiations for credit extensions with suppliers and strategic partners, as well as cash management and control of factoring operations, ensuring compliance with external audit standards. I led the implementation of substantial improvements in financial backoffice processes, significantly reducing costs and optimizing resources by implementing robotization of internal processes. These strategic changes led to a reduction of 58 FTEs (full-time equivalent employees) and significant improvements in operational efficiency. My focus on optimization and lean management resulted in notable achievements, such as the successful negotiation of $28.0MM in OIBDA through special projects. These accomplishments were critical to the company’s financial performance and long-term stability.

Responsible for the design and automation of financial processes, financial operational centralization of 5 countries, RPA implementation, implementation and digitalization of processes. Leadership and supervision of a team of 23 people.

• Design and planning of the new centralized organizational structure.

• Strategic review of financial processes that can be done more efficiently with the use of technology.

• Direct involvement in the implementation of the new organizational model.

• Provide key information at the management level for decision-making on digital strategies.

• Negotiate different technological tools that exist in the market. Data-focused technology for decision-making.

• Planning and strategy for the transformation of the area through process optimization.

• Coordinate the analysis of the investment of the tool considered "ideal" with its ROI after its implementation.

• Active and responsible communication, guiding staff in cultural transformation towards a new digital and technological management model. Outstanding achievements:

- Implementation of robotization in E2E internal operational processes. This allowed for a reduction in FTEs.

- I improved communication, being more efficient and strategic within the teams.

- Greater focus on results than on the process. This was achieved by having a more strategic staff.