At Bergner, every budget or analysis goes beyond numbers: data is transformed into decisions that connect strategy and financial management. Led by Bárbara Martín, together with Silvia Monge and Victoria Boloix, the Controllers team, integrated in the Finance department under the direction of Luis Alfonso Hernandez, plays an essential role in supporting the decision-making that drives the day-to-day and the future of the business.
What is the job of a Controller at Bergner Group?
The work of the Controlling team focuses on analyzing and monitoring the company's financial performance in an attempt to ensure efficient financial management. The objective is to act as a link between management and finance, ensuring that business decisions are supported by accurate data and sound financial analysis.
What are the main functions and responsibilities of a Controller on a day-to-day basis?
Our duties include budget preparation and monitoring, variance analysis, preparation of periodic financial reports, monitoring costs and margins, and supporting internal and external audits. We also actively participate in the automation of financial processes and in the continuous improvement of the reporting system.
How does the Controllers team contribute to Bergner's growth and financial stability?
Through rigorous cost control, identification of areas for improvement and constant evaluation of results, we try to provide useful information to the Management Committee for more efficient decision making. We help to monitor profitability, control the company's operating and structural costs, analyze significant deviations from budget, etc.
What KPIs do you use to measure the company's financial and operational performance?
The main KPIs we monitor are EBITDA, gross and net margins, operating cash flow, and profitability by business unit. We also work with operational indicators that allow us to align the financial part with commercial and logistical objectives.
What are the biggest challenges you face on a daily basis?
One of the main challenges is managing information in real time, obtaining data, the need to adapt quickly to changes in the company and the need to offer increasingly detailed analysis. It is also a challenge to consolidate information from different business units in different countries and to maintain a homogeneous and updated vision. Finally, getting all departments to integrate the culture of control and efficiency is a constant task.
How do you work with other departments within the company?
Interdepartmental collaboration is fundamental. We work closely with all the company's departments to provide financial support for their decisions, control their operating costs and monitor results. We foster a culture of transparency and alignment with global objectives. The relationship specifically with the Sales and Operations area is key to the control of profitability by chain, BU and KAM.
Could you share an example of a project or initiative where your work has made a difference?
We recently participated in the implementation of an automated closing system to streamline and centralize the collection of financial reporting. This significantly reduced reporting times and improved the quality of information available for decision making. In addition, we have developed a power BI for all sales people and the Committee with real-time visibility of the “Daily Sales” reports.
How has Bergner's financial management evolved in recent years thanks to the work of the Controllers team?
The evolution of Controlling's work in recent years has been characterized by adopting a much more data-driven approach, with more sophisticated analysis tools, relying on digitalization and automation of daily processes etc. We are increasingly trying to align ourselves more and more with the rest of the departments to emphasize the importance of the correct and precise definition of data, as we need everyone's collaboration to have reliable, concise, coherent and as accurate data as possible.
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