Ignacio Lesner

Led enterprise OPEX and CAPEX planning and AOP cycles across technology and corporate functions, including governance for a $20M software & cloud portfolio. Partnered with senior leadership and the CTO on scenario modeling and executive reporting to inform strategic decision-making.

Oversaw a $20M annual cloud and SaaS portfolio and co-led two AWS EDP renegotiations, reducing run rate from ~$700K to ~$290K. Implemented Zero-Based Budgeting and led post-merger SaaS rationalization and vendor contract restructuring to drive multi-million-dollar cost optimization.

Served on a cross-functional crisis committee focused on liquidity management during high inflation and macro volatility in Argentina. Led revenue forecasting and profitability analysis for a B2C portfolio and designed a transportation-vendor financial program using capital market discounting to improve supplier liquidity while reducing tax burden.

Led financial restructuring of the Argentina Tissue business after a plant closure, redesigning portfolio strategy, sourcing structure, and cost models to restore operational viability. Rebuilt category P&L under a new production model and performed end-to-end cost and supply chain analysis to optimize sourcing mix and working capital impacts.

Acted as a finance partner to brand teams, leading SKU-level profitability analysis and rationalization initiatives to improve contribution margins and portfolio efficiency. Supported the launch of the Care & Treats manufacturing plant with cost structure modeling, volume planning, and forward-looking margin projections for senior leadership.

Led demand forecasting across multiple product categories by combining statistical and business-driven forecast models to improve planning accuracy. Facilitated cross-functional consensus with Sales, Marketing, and Finance and provided inputs to supply planning for inventory strategy, new launches, and product phase-outs.

Supported Commercial and Marketing teams with budgeting, forecasting, and sales performance analysis to improve margin visibility. Evaluated rebates and client profitability using sell-in/sell-out performance insights and delivered monthly KPI dashboards and variance analysis to senior stakeholders.

Managed annual budgeting and forecasting cycles and produced corporate monthly financial reports and performance metrics. Conducted cost variance analysis across labor, materials, and overhead, and designed management cost reporting frameworks to strengthen financial visibility and control.

Designed and calculated key performance and productivity indicators for regional service center operations, improving operational visibility and control. Prepared internal board-level and corporate reporting packages, partnering with market controllers to monitor compliance metrics and drive cross-market performance improvements.

MBA with a finance-oriented (CFO) focus from UADE. Built advanced training in finance and business leadership to support executive decision-making.

Bachelor of Business Administration from UADE. Developed core business and management fundamentals that supported a career in corporate finance and FP&A.