1. Fernando Bastida
Personal Information :
 Place and date of birth : México, June 19th, 1963.
 Marital status : Married.
 Address : Cerro Tonatecas #231, Lomas de Valle Dorado, Tlalnepantla, Estado de México.
 Phone numbers, fixed and movil, respectively : 68349543 and (52 1) 5540541027
 Email : fernando.bastida@hotmail.com.
Profession :
Public Accountant
Tecnological University of Mexico, 1980-1984
Profile :
Executive with more than 20 years of profesional experience, always focused on sustainable profits and growth, obtained through
strategic and financial control, and business alignment.
Broad corporate experience covering i.a. finance, operational audit, internal control, strategic planning, forecasts and development of
human capital. Professional development attained over the years working with countries such as Mexico, Guatemala, El Salvador,
Honduras, Nicaragua, Costa rica, Panamá, Cuba, Dominican Republic, Haití, Brasil, Chile, Spain and Sweden.
Professional Experience :
IFCOMM (November 2014 - present)
Chief Financial Officer (CFO) and Business Development.
Main projects:
Comptroller and Administration.
Division : Health and beauty clinics (Lifting Center Mexico)
- Definition business model (Business plan), making processes in first gear and start clinical unit in Naucalpan Mexico.
- Implementation of accounting systemand general administration.
- Implementation of internal control to mitigation risk and operational assurance through key business controls.
- Management and optimization of capital employed.
- Total P & L responsible.
- Recruitment and training of human resources.
- Negotiation, prospetaccion and supply chain development.
- Advice on financial issues and international business to the managing director for extend of the business at the Central America &
Caribbeanl.

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BlackBerry (April, 2013 – August, 2014)
Senior Business Manager
Main projects :
Internal audit and strategic negotiations.
- Realization of operational audit corresponding to the years of 2010-2013 in order to defend Blackberry from debt claims from all
the principal operators in Mexico, Panama, Colombia, Dominican Republic, Argentina and Chile.
- Negotiation with operators and elimination of the following claims to BlackBerry:
América Móvil Mex: 30 MUSD
Telefónica de España Mex : 4.5
Telefónica de España Panamá: 6.0
Orange Dominican Republic: 3.0
Other countries: 14.0
- Implementation of new processes company wide like internaL control to mitígate risks and ensuring operations through key
controls.
- Cooperation with the corporate compliance in order to remedy conflits of interest and mitígate fraude.
- Support to the president in BlackBerry for Mexico, Central America and the Caribbean related financial issues and in
international business.
Sony Ericsson (2011- 2013)
Senior Business Control and Business Development
Main responsibilities and activities completed :
Development and implementation of processes.
- Development of a process,togetherwith main offices in Atlanta G, to manage the control and transparency of funds destinated
to marketing, the commercial area , and financial support to the main operators of cellular networks to help them promote
cellular devices.
Note: The anual amount of such marketing funds was around 60 MUSD, distributed in the US, Mexico, Brazil, Chile Argentina
and Uruguay, among othercountries.
- Holding international training sessions (in the US and Latin America) geared toward marketing areas aand sales regarding the
process developed to manage and control the marketing funds for the use as mentioned above.
Tax audit.
- Revision and tax clean-up in order to recover funds corresponding to the years 2009 – 2013. Funds amounting to 350 million
MXP were recovered from the government.
- Coordination of the external tax audits and follow-up and remediation of issues noted by the externa auditors.
Internal Control.
- Mapping of main processes,remediation and alignment of SOX.
Business control.

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- Ensure compliance with the anual objectives, monitoring of key controls and ensure utilities in sales the accounts ofTelefonica
of Espana, Iusacell and Unefon Mexico.
Business Development.
- Creation of a new area of business,introducing the accessories for celular devices,with impact in Mexico and other main
countries in Latin America. The activities were market análisis, the development of customers, import logistics, distribution and
putting this to work.
Volvo de México (July, 2008 – November, 2010)
Dealers Development Manager
8 direct reports.
45 indirect reports
Main responsibilities and activities completed :
Analisis and market intelligence
- Market análisis to understand where in Mexico there was a need for urban and/orlong haul mobility, and perform an análisis
vehicular fletes, locally and in transit (brand and average age), análisis and structure of interconnection routes and general
communication, quantity of inhabitants,average cost of transporation (local and long haul), and compiling the report on the
possibility to establish viable business in the site.
Business Plan.
- Definition of the what kind of project to establish, urban or long haul, the amount to be invested, financial reports on return on
investment. Further, investigating any governmental aid programs relating to help financing any increment the vehicle fleet.
Development of Investors.
- Detection of potential investors in the corresponding región, making periodic presentations in the state department of economy
and otherpotential investors.
- Presentation of business plans to potential investors, giving training about the business, operation manuals and material and the
Volvo company culture.
- Coordination of the signing of contracts , comercial and financial documentation , with Volvo de Mexico.
- Implementation of concession projects in the región, turnkey, financial and administrative training, the follow trhough wit the
investors during the first months of operation. Further the execution of an audit after the 6 first months , so as to ensure optimum
results.
Government realtions and business opportunities.
- Identification and management of governmental aid programs for the modernization of the vehicular fleet and to identify
possibilities of business forVolvo.

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Volvo de México (September, 2002 – July, 2008)
Head of Business Control
Direct reports 21
Indirect reports 6
Main responsibility and activities completed
Financial and tax information.
- Monthly, quarterly and anual presentation of th financial statements to the executive committee and to headquarters in
Gothenburg, Sweden.
- Direct responsable for the accounting and forecasting process, the análisis and interpretation of the financial statements . Also
responsable for ensuring profits and KPI monitoring.
- Tax and financial planning,, projection of cash flow, determination of transfer pricestogether with headquarters in Gothenburg,
Sweden.
- Implementation of operational system(SAP).
- Determination of product costo of buses,as opposed to new projects to be implemented.
- Coordination and management of external audits so as to pass fiscal financial audit.
- Attention,defense and remediation of tax audits performed by the federal government agency.
Operational control and process development.
- Training to key employees and implementation of SOX in Mexico, development of processes,identification of key controls, trials
and final acceptance.
- Coordination and management of the SOX certification program, togetherwith PWC-E&Y.
Project leader in programs of improvement
- Reduction of capital employed.
- Optimization production cost.
- Total operational restructuring company.
Nera de México (April, 2001-January, 2002
Business Administration (Temporary Project)
Main responsibilities and activities completed :
Contract análisis and recovery of accounts receivable
- Negotiation and remediation of contractual controversy between Nera Vs. Iusacell, Ericsson and Telcel reaching a big recovery of
accounts receivable, Iusacell 6.4 MUSD, Ericsson 1.0 MUSD and Telcel 5.0 MUSD.

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Ericsson, Telecom (1995-2001)
CFO and Director of Business Development for Central America and the Caribbean)
Direct reports 26
Indirect reports 35
Main responsibility and activities completed :
Operational Profitability
- Financially and operationally responsible for the Ericsson companies in Guatemala, El Salvador, Costa Rica, Cuba, Curazao, Haiti
and Dominisan Republic, through defining the business plan per market, applying general supervis ion,ensuring positive results.
- Financial consolidation and regional tax planning.
- Responsible for continous improvement and reduction of capital employed.
Human Resources
- Talent attraction, recruitment and administration.
- Continous training to the executives and to administrative personnelin each market.
.
Business development
- Detection of business opportunity in the government sectorand locally.
- Development of public relations with politicians, businessmen and other influential people in the región.
- Coordination and preparation of public tender processes,ensuring proyects forEricsson.
Implementation of continous improvement processes
- Implementation of the quality systemISO 9000 en Guatemala, El Salvador, Costa Rica and Panama.
- Mecanifying processes,routines,and main operational interfaces.
Ericsson, Telecom (1993-1995)
Business Control
Direct reports 26
Indirect reports 35
Main resposibilities and activites completed :
Profitability
- Responsible for the financial results per business unit,establishing goals,supervisión and ensuring positive results.
- Negotiation and comercial agreements with the key customers (Telmex, Telefonica de Espana among others) project
administration, sales and contracts.
- Elaboration of forecasting controls and follow up, dealing with variations, if any.

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Human resources
- Internal training within business controlis given to key executives and administrative personnelfrom the comercial areas.
Implementation of processes and continous improvement
- Definition of the business control model for each area and business unit, implemented and training made throughout the whole
company.
Ericsson, Telecom (1988-1993)
Manager of accounting and forecasting
Direct reports 17
Main responsibilitie and activities completed :
General accounting,reports and forecasts
- Direct responsable for accounting process,and the elaboration of the monthly, quarterly and anual forecast.
- Preparation of the information that had to be sumitted to the Mexican stock Exchange.
- Monthly preparation and presentation of the financial statementsforthe executive committee and for headquarters in Stockholm,
Sweden.
- Policymaking regarding forecasts and the anual business plan.
- Authorization of any investment in excess of 250 KUSD.
- Responsible for coordination and management for all external audits in order to get sign off for the financial statements and for
the tax statement.
Ericsson, Telecom (1985-1988),México
Cost analist and forecast control
Main responsibilities and activites completed :
Fixed asset control,análisis and audit on the desviations on the industrial costs,control on forecasted costs.
Arthur Andersen (1983-1985), México
External auditor
Main responsibilities and activites completed :
- Assigned to audit y accouting process at Arthur Anderson’s central offices.
- Assigned to external audit with international companies such as Nestle, Ford MotorCompany, among others.

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Training
Volvo Sweden International Training Center
- Volvo Dealer Operation System.
Year, 2010 (30 Hrs.)
- Sarbanes Oxley program (SOX).
Mapping techniques for processes.
Process documentation.
Definition and measureability of key controls.
Application test.
Year, 2009 (30 Hrs)
- Reduction of capital employed program.
Year, 2007 (30 Hrs.)
- Workshop on policies for determining transfer prices.
Year, 2005 (30 Hrs.)
- Worshop on reducing industrial cost
Year, 2004 (30 Hrs.)
Volvo Mexico Training Center
- Main workshops :
Seven habits of hihgly effective people.
Time administration.
Effective sales and closing.
Job separation.
PWC (External audits)
- Main courses :
Workshop on tax reforms.
FASB-52.
Revisiting financial statements (B10)
Política internacional de precios de transferencia.(International politics on transfer pricing)
Econofinanzas Institute
Diploma integral on corporate finanzas
Year, 1997- 1998 (90 Hrs.)
Center for Executive training (CAPINTE) :
Proactive Administration.
Prospectiv Training.
Creativity and Innovation.
Culture of Efficiency.
Strategic Vision 360.
Year, 2001- 2002 (90 Hrs.)
Zenger Miller Internacional Certification

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Executive program on training and supervisión of human resources:
Interviewing and selection of personnel.
Establishing standards for the vacancy.
Informing what a vacancy is a ll about.
Interview about work progress.
Increase performance of your workers.
Performance evaluation.
Correction of problem behavour.
Disciplinary actions.
Resistance to change.
How to recognize someone.
How to solve labor conflicts and manage complaints.
Tips on how to manage a problema person.
Termination od contracts.
Secure communication.
Be comprehensive.
Year, 1999 ( 200 Hrs.)
Latinamerican Training Center Ericsson Mexico (CELE))
- Main workshop:
Comercial proactivity.
Workshop on effective presentations.
Comercial management.
Globalization.
Languages :
Spanish and English.
Other Knowledge
I manage advanced commercial software
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