Grace Aquino MBA

Sold millions of dollars in residential real estate.

Helped numerous families in the creation of legacy through life insurance policies.

Risk Mitigation & Strategic Financial Foresight: Identified and prevented over $15 million in potential losses for a cross-industry corporation by proactively analyzing accounts receivable trends associated with a national discount retailer. Through a detailed review of receivables history and payment behavior patterns, we detected early indicators of significant financial distress. Senior leadership was promptly advised of the material risk exposure and the potential impact of non-collection. We recommended the immediate implementation of Accounts Receivable Insurance — a safeguard the corporation had never previously utilized. Acting on our guidance, leadership secured coverage and established enhanced preventive controls without delay. Shortly thereafter, the national retailer filed for bankruptcy, rendering millions of dollars in receivables uncollectible across the industry. Due to our early risk identification and strategic intervention, the corporation successfully recovered millions through its insurance coverage, avoiding substantial financial loss. This engagement demonstrates the power of proactive financial analysis, risk management discipline, and strategic decision-making in protecting profitability with integrity.

Saved millions of dollars in perpetuity with the standardization of key price lists (oil services: drilling coiled tubing, concrete, etc.). Also standardized the remaining lists significant in terms of budget (ground and aquatic transportation). As the Finance representative of the West Division in the Price Lists Commission, I proposed such standardization. The idea was supported by Corporate. The re-engineering process included the analysis of cost structures by service by provider, negotiation with third parties to gain acceptance, discussions with the Department of Treasury regarding inflation rates, consolidation of price by type of service, responsibility assignment of price lists divided among 3 affiliates. The Corporation operational costs decreased substantially with the unification of prices among the subsidiaries on a national level. Also, the productivity of the price lists commission increased, as the consolidated price lists were equitably assigned among the 3 affiliates, reducing the number of lists by 89%.

Process Re-engineering, Financial Recovery & Operational Excellence: Recovered millions of dollars by identifying duplicate bank debits across multiple accounts while significantly enhancing productivity, internal controls, and financial reporting accuracy. Led a comprehensive re-engineering of the bank reconciliation process, resolving months of aged reconciling items — including outstanding checks, debit memos, and credit notes — and implementing automation to increase efficiency and control. As a strategic change agent, fostered cross-functional collaboration among Treasury, Accounts Payable, IT, Internal Control, and banking partners to identify systemic breakdowns and execute corrective action. The initiative resulted in the recovery of substantial funds from banks due to incorrectly processed duplicate debits. The transformation included: Recovery and proper recording of bank debit and credit notes. Investigation and clearance of aged reconciling items and pending checks. Root cause analysis of reconciliation delays, including documentation gaps between banks and A/P, manual workflows, and lack of tracking mechanisms. Design and implementation of an automated reconciliation process flow. Measurable Results: Reduced aged reconciling items from over one year to 90 days. Decreased reconciliation cycle time by 50% (from 30 days to 15 days). Improved supplier satisfaction through timely and accurate A/P balances. Enhanced accuracy and reliability of financial reporting for the CFO, Treasurer, and Accounting leadership. The process re-engineering framework and results were presented to the West Division Finance Team, the Executive Committee of the Board of Directors, and at both State and National Total Quality Conferences — reinforcing the organization’s commitment to operational excellence and continuous improvement.

Saved the company millions of dollars in potential litigation and public image issues. Alerted top management about the violation to the Foreign Corrupt Practices Act of a Mexican subsidiary. The Marketing Director, with the knowledge of the local CEO, of this international division was meeting and discussing regularly with competitors, during public industry events, price agreements of same kind of products. Top management at the Corporation dismissed both executives. This information did not filter to the press or investors. The practice was stopped and communication was sent to all international CEOs.

Saved the Corporation’s reputation by alerting Treasurer of off-balance sheet items (investments & joint ventures) of over $300 million, during the Enron fall years. Transactions were recorded differently. Prompt action allowed this information not to filter to the investment community.

Saved the Corporation millions of dollars as a result of M&A advice provided to the acquisition CEO in the price negotiation. The review of financial statements involved: Identification of obsolete inventory, uncollectable accounts receivables, operational risks, financial risks, other assets with lower value than that on the financial statements, potential liabilities not included in financial statements and corporate strategy mismatch.  The process involved acquisitions and divestitures performing data room review, due diligence, contract review, business fit, negotiation, integration assistance, and post-closing analysis. Participated in the cross-functional Corporate Development team, which included executive members from the Controller’s Group, HR, Risk Management, Corporate Development, Treasury, Legal.

Ceased risks of production flow disruptions by bringing payments up to date. My account payables team decreased the aged invoices, from over 6 months to current status, and also reduced invoice input time. Bad leadership and lack of motivation had caused this North American Corporation to have vendor invoices aged over 6 months without recording, and consequent lack of payment. The number of complaint calls was over 100 per day, from suppliers seeking explanations for delay in payment. I managed crisis cases daily, where the supplier would threaten to stop shipment, CSX trains would not transport products, water services or cell phones of executives would be disconnected, and so on.  The process improvement involved: examining root causes of payment delays, close monitoring of KPIs, collaboration of marketing department, answering and returning calls to disgruntled suppliers on a timely basis, address critical services and products invoices. A key change was increasing the staff motivation and morale in the accounts payables department, as well as creating a sense of urgency. In less than 2 months, with a now nurtured staff, results included bringing the invoice recording to date, and sparing the Company from distribution interruption, production disruptions, dissatisfied suppliers and many conflicts.