Turnaround, fractional Chief Financial Officer (CFO) and interim executive leadership for Latin America — as your adviser, or in the seat. Federico Monge has run country operations of up to 3,600 people and held the profit-and-loss (P&L) every year since 1997.
Turnaround, fractional CFO work and AI-first automation for mid-market and private-equity-backed companies. Built and runs Ataraxia Investments, FMC Learning and the fourteen turnkey tools on this site.
Full profit-and-loss responsibility. Turnaround and restructuring of the operation, and the Artificial Intelligence (AI), digital transformation and automation programme.
Turnaround and restructuring of the Colombian operation, then handover.
A three-month mandate: sell the subsidiary or shut it down. Sourced buyers and secured three offers; headquarters accepted none, so the company was wound down through bankruptcy — and he ran that too.
His own business. Negotiated patient credit lines with banks and card acquirers, and managed cash through the COVID-19 pandemic.
Organised and supported the group's New York Stock Exchange (NYSE) listing in 2017. Built the Manaus can-ends plant — 12 million ends a day — and ran the two existing plants in Jacareí and Alagoinhas. Implemented internal audit and Sarbanes-Oxley (SOx) controls.
Finance for the industrial sector across Latin America. Executed one greenfield entry and one acquisition.
Turnaround and recapitalisation of the Brazilian operation, including one manufacturing site. Stabilised the JD Edwards (JDE) Enterprise Resource Planning (ERP) system.
Finance, legal and Information Technology (IT) for a €350 million operation: a site workforce of about 1,000 in Italy including seasonal and outsourced staff, and about 3,000 in Slovakia, together making 25% of world output. Led the Italian restructuring, including negotiations with unions and government agencies.
Financial Planning Manager, Assistant to the Latin America Finance Director in New York, Brand Accounting Manager, and the SAP finance team across Colombia, Ecuador, Peru, Venezuela and Brazil.
At Ardagh Group I organised and supported the group's 2017 New York Stock Exchange (NYSE) listing from the South American side — the reporting, the controls, the audit readiness. I also implemented Sarbanes-Oxley (SOx) compliance and built the internal audit function from nothing.
Ezentis Brasil had 3,600 employees and a three-month clock. I was brought in as Chief Executive Officer and Chief Financial Officer to sell it or shut it down. I found buyers and secured three offers. Headquarters accepted none. So I ran the shutdown and the bankruptcy — which is a different job, and a harder one.
Running finance, legal and Information Technology (IT) for Whirlpool's Embraco unit in Europe — €350 million in sales, two plants, a site workforce of about 1,000 in Italy including seasonal and outsourced staff and about 3,000 in Slovakia, making a quarter of world output — I led the Italian restructuring. That meant sitting across the table from unions and government agencies to negotiate social absorbers, not writing a memo about it.
At Ardagh I built the Manaus can-ends plant from the ground up — 12 million ends a day — while running the two existing plants in Jacareí and Alagoinhas. It sits inside the Manaus Free Trade Zone, and Latin American tax-incentive regimes reward companies that understand them and punish companies that assume they work like anywhere else.
Across eleven years at Colgate-Palmolive I led the finance workstream in five SAP implementations in Brazil, Colombia, Ecuador, Peru and Venezuela. Chart of accounts, controls, reporting, go-live readiness. I was not the systems integrator — I was the person whose numbers had to be right on day one.
Seven things I do, in the form that fits: a project, a fractional role, an interim seat, or a full-time one.
Rapid stabilisation of a distressed operation followed by a structured 90-day intervention: cash control first, then cost and operational restructuring, then a rebuilt plan for growth. Delivered hands-on by an executive who has run the same process as the accountable Country Manager and Chief Financial Officer (CFO).
C-level financial leadership on a part-time or project basis: controllership, treasury, tax, financial planning and analysis, and board reporting, without the cost of a permanent hire. Suited to mid-market companies and Private Equity (PE)-backed portfolio companies between full-time CFOs.
Stepping directly into an accountable operating seat as Country Manager, General Manager or Chief Operating Officer (COO) during a transition, a crisis or an ownership change. Federico has held country-level profit-and-loss (P&L) responsibility for operations of up to 3,600 employees.
Applying Artificial Intelligence (AI) and automation to real operating processes rather than running pilots. Federico led the AI, digital transformation and automation programme of a 250-person operation, and builds and runs the automation behind this site's tools, Ataraxia Investments and FMC Learning.
Leading the finance workstream of an Enterprise Resource Planning (ERP) implementation: chart of accounts, controls, reporting, data migration and go-live readiness. Federico led finance through five SAP implementations across Brazil, Colombia, Ecuador, Peru and Venezuela.
Cross-border tax structuring, cash management and treasury design across Latin American jurisdictions, including tax-incentivised manufacturing regimes such as the Manaus Free Trade Zone in Brazil.
Buy-side and sell-side execution and post-merger restructuring. Federico has run acquisitions, greenfield entries, a New York Stock Exchange (NYSE) listing process and a full subsidiary wind-down.
White-label workflow systems you can configure and deploy for your organisation in under 24 hours. Every one of them runs today.
End-to-end hiring automation: invite candidates by email, collect CVs with AI data extraction, gather configurable documents, route through Reviewer → L1 → L2 approval, and export ERP-ready employee files.
Submit investment proposals with full financial analysis — return on investment (ROI), net present value (NPV), internal rate of return (IRR), payback — route them through configurable multi-level approval, and export ERP-ready files.
Submit expense reports with AI-powered receipt scanning, request cash advances, and route through configurable multi-level approval. Export ERP-ready files in five formats.
A Kanban pipeline for every cost-savings and investment idea in the company: study, committed, implemented — dual-currency, role-based access, owned and tracked to the money.
First-in-first-out (FIFO) accrual, multi-level approval, cash-outs and early returns — built for Latin American labour law, with a manager view and an employee view.
Evaluate your organisation's resilience across ten critical risk dimensions with an AI-assisted diagnostic. A demo, free to run.
Free, fully working demos. Try any of them as they are, then have it customised and implemented for your own operation — your data, your rules, your branding.
Select a crisis scenario, adjust the parameters for your company, and receive a 90-day action plan with milestones, KPIs and quick wins — based on 25+ years of restructuring in Latin America.
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Enter your financials, pick the crisis (revenue decline, FX shock, cost spike) and get a twelve-month runway projection with turnaround recommendations and a PDF report.
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Describe what you need, upload specs or images, and get verified suppliers with contacts, websites and downloadable Excel and PDF reports — free.
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100+ items across eight categories. Track progress, flag risks, add notes, export a professional PDF — built from real transaction experience in Latin America.
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Structured interviewing on Geoff Smart's WHO Method: record, take notes across seven sections, and get an AI candidate analysis with strengths, red flags and a hire / no-hire recommendation.
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Plan road trips across Latin America: fuel, tolls, drive time and points of interest along 50+ routes in six countries.
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A geolocation system for field teams: activity tracking, productivity measurement and service quality on colour-coded maps.
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A voice agent on ElevenLabs that answers questions about the practice, schedules meetings and responds 24/7. You can talk to it from the contact section below.
Try itSystems I designed and built myself. A different one each visit.
A fixed-price, four-week engagement delivered complete — then beyond scope: a full balance-sheet module, an indirect cash-flow statement reconciled to closing cash, parsers for QuickBooks, PayPal, Stripe, WHOP and Fanbasis files, and an auto-classification engine for 60-plus accounting line types. Built as a multi-tenant web application instead of the proposed Power BI: no licence cost, row-level data isolation, native mobile use.
An AI-aided stock-market investment system that has produced a 200%+ return in its first four months of operation. Per-account Interactive Brokers (IBKR) gateways, a scanner and executor running continuously on a Linux server, an AI Investment Committee that reviews every opportunity before it becomes an order, position-level guardrails (maximum loss and trailing stop), and a real-time multi-account dashboard on PostgreSQL.
A corporate learning platform: branded lesson pages, narrated video lessons, printable cheat sheets and self-tests, delivered through a password-gated client portal — in English, Spanish and Portuguese.
A fractional Chief Financial Officer (CFO) is an experienced financial executive who works part-time or on a project basis, giving a company C-level financial leadership without the cost of a full-time hire. Companies typically need one in three situations: they have outgrown a bookkeeper but cannot yet justify a full-time CFO; they are between CFOs and cannot afford a gap; or they face a specific event — a fundraise, an acquisition, a restructuring, an Enterprise Resource Planning (ERP) implementation — that demands senior financial leadership for a defined period. Federico Monge provides fractional CFO services across Latin America, drawing on more than 25 years as a Chief Financial Officer and Country Manager in companies from 31 to 3,600 employees.
A turnaround runs in three phases. First, stabilisation: take control of cash, stop the bleeding, and establish a reliable weekly view of liquidity — this usually takes days, not months. Second, restructuring: rebuild the cost base, renegotiate with lenders and suppliers, and fix the operating processes that caused the loss. Third, rebuilding: put a credible plan and the right team in place for recovery. Federico Monge structures this as a 90-day intervention and has executed it as the accountable operating executive — at Pierre-Fabre Brazil, at Whirlpool's Italian operation including union and government negotiations, and at Woden Group in Colombia and Peru.
Both. The practice covers projects, fractional roles and interim seats; a full-time Country Manager, General Manager or Chief Financial Officer (CFO) seat is also on the table for the right company. Every engagement form starts with the same conversation.
A traditional consultant recommends; an operator has been accountable for the outcome. Federico Monge has carried the profit-and-loss (P&L) at every size — from companies of around thirty people, including one of his own, through country operations of 250 and 820, up to the 3,600-employee subsidiary he ran as Chief Executive Officer through its wind-down, the largest organisation he has led. He has signed off the financial statements of subsidiaries inside stock-market-listed groups, and led everything the Brazilian subsidiary had to deliver for the 2017 New York Stock Exchange (NYSE) listing of Ardagh Group. That means the plan he proposes is one he has had to live with, including the parts that are unpopular — union negotiations, plant closures, and headcount decisions.
Sectors: building materials, metal and glass packaging, consumer goods, pharmaceuticals, industrial technology, telecommunications infrastructure, technology services, and the circular economy — a current focus, where waste streams, recycled input and reuse are treated as a profit-and-loss (P&L) question rather than a reporting one. Countries: Colombia, Peru, Costa Rica, Brazil, Mexico, Ecuador and Venezuela in Latin America, plus Italy, Slovakia and the wider European market through the Whirlpool Embraco years, and the United States through Colgate-Palmolive in New York. He works in English, Spanish, Portuguese and Italian.
Federico Monge led the finance workstream in five SAP implementations across Brazil, Colombia, Ecuador, Peru and Venezuela during his 11 years at Colgate-Palmolive, and later stabilised and improved a JD Edwards (JDE) Enterprise Resource Planning (ERP) system at Pierre-Fabre Brazil. His role in these projects was the finance lead — chart of accounts, controls, reporting and go-live readiness — not the technical integrator.
There is no catch: everything on this site is a free, fully working demo. The interactive tools — the 90-Day Turnaround Simulator, the Cash Flow Stress Tester, the Mergers and Acquisitions (M&A) Due Diligence Checklist, the A-Player Interview Tool and the Artificial Intelligence (AI) Procurement Agent — and the turnkey solutions (recruitment, capital expenditure approval, expense reporting, savings pipeline, vacation management) can all be tried as they are. Each one can then be customised and implemented for your own operation — your data, your approval rules, your branding, your Enterprise Resource Planning (ERP) export — and deployed in 24 hours. The demo shows how Federico Monge approaches the problem; the paid work is fitting it to your company.
Email fede@fedemongeconsulting.com, message +506 7243 3323 on WhatsApp, or book a slot directly at fedemongeconsulting.com/agenda.html. Federico is based in Colombia and works in America/Bogota time (UTC-5), across Latin America, Europe and the United States.
Based in Colombia, America/Bogotá time (UTC−5). Working across Latin America, Europe and the United States — in English, Spanish, Portuguese or Italian.
A voice agent that answers questions about the practice and can schedule a meeting. It loads only when you start it.
Federico