Humberto Cunha

At Elementis Global, I played a pivotal role in overseeing financial operations for the Global Coatings Division, a USD 400M revenue business. My collaboration with senior leadership focused on enhancing decision-making processes through detailed performance reports and actionable insights. Additionally, I led planning cycles, including five-year plans, AOP and forecasts, while delivering strategi

Managed financial planning and analysis for the EMEA region, coordinating budgets and forecasts and delivering detailed financial analyses. Collaborated with the leadership team on strategic initiatives to improve profitability and growth.

In my role at adidas, I was responsible for overseeing the Porto Hub's financial performance, ensuring effective cost management and operational efficiency. I led a dedicated team, implementing strategies to enhance performance. My efforts in developing comprehensive planning tools resulted in significant savings, showcasing my commitment to financial excellence.

In my role at adidas, I was responsible for overseeing the Porto Hub's financial performance, ensuring effective cost management and operational efficiency. I led a dedicated team, implementing strategies to enhance performance. My efforts in developing comprehensive planning tools resulted in significant savings, showcasing my commitment to financial excellence.

In my role at adidas, I oversaw the Global P&L for the Global Business Services organization, managing operations exceeding EUR 100M. I took on the GBS responsibilities on an interim basis, ensuring financial operations ran smoothly. My collaboration with cross-functional teams significantly improved financial reporting and strategic decision-making processes.

At Sodexo, I played a pivotal role in establishing and leading the Financial Planning & Analysis team within the Portuguese Shared Service Centre. My responsibilities included managing a dedicated team of analysts and providing crucial financial insights to support a vast workforce of over 400,000 employees across 65 countries. I also coordinated monthly group reporting and prepared executive fina

Established and led an FP&A team within Sodexo’s Portuguese Shared Service Centre, managing analysts and delivering financial insights to support a workforce of 400,000+ employees across 65 countries. Coordinated monthly group reporting and prepared executive financial snapshots for Board stakeholders.

In my role at Ferrero, I was responsible for overseeing headcount planning across 55 countries while managing a substantial budget of EUR 1.5B. I partnered with key stakeholders, including the CHRO and HR business partners, to ensure accurate workforce planning. My efforts in implementing internal controls significantly enhanced compliance and maintained cost deviations within a 3% range.

Owned headcount planning across 55 countries and managed a EUR 1.5B workforce planning budget. Partnered with the CHRO and HR business partners and implemented internal controls to keep cost deviations within a 3% range.

In my role at Natixis, I was responsible for financial control management, leading a team to ensure accurate monthly closings and budget activities. I developed management reports and KPIs that facilitated executive decision-making. Collaborating closely with senior leadership, I supported the execution of strategic projects while maintaining compliance with internal controls.

In my role at Bosch, I was responsible for managing global customer quotations for the starter motors and generators product line. By partnering with various teams, I designed competitive solutions that supported an annual cost reduction target of 8%. My investment analysis and cost reduction activities resulted in significant savings, enhancing operational efficiency and process improvements acro

In my role at ZF Group, I played a pivotal role in financial reporting and consolidation for a EUR 500M business across South Europe and North Africa. I managed actuals, forecasts, budgets, and long-range plans while implementing HFM systems. My collaboration with Group Internal Audit led to a significant reduction in audit gaps, and I successfully coordinated a VAT recovery project that exceeded

In my role at BorgWarner, I was responsible for managing CAPEX and customer investment activities for a production plant. I partnered with program managers and the CFO to define investment needs, develop forecasts, and oversee asset management in SAP. This involved designing investment structures for significant CAPEX, ensuring alignment with the company's financial goals.

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