Brazil Operations Finance Controller



 We are the people who give possibilities purpose

BD is one of the largest global medical technology companies in the world. Advancing the world of health™ is our Purpose, and it’s no small feat. It takes the imagination and passion of all of us—from design and engineering to the manufacturing and marketing of our billions of MedTech products per year—to look at the impossible and find transformative solutions that turn dreams into possibilities.





Job Description

1. Key Accountabilities

A. Financial Planning, Forecasting and Performance Management

• •Lead the annual budget, periodic forecasts, long-term planning, and scenario modeling for Brazil manufacturing operations, including clear assumptions, risks, opportunities, and recovery actions.
• •Own monthly performance reviews covering P&L, manufacturing variances, working capital, cash flow, Opex, Capex, productivity, and operational drivers.
• •Translate financial and operational results into concise insights and recommendations for plant management, Brazil leadership, Latin America Finance, and global Operations Finance.
• •Establish consistent planning standards, calendars, management reporting, and performance metrics across the Curitiba and Juiz de Fora sites.
• •Challenge business assumptions constructively and ensure financial commitments are supported by executable operational plans.

B. Manufacturing Finance and Cost Controllership

• •Lead product costing, standard cost updates, cost-center governance, manufacturing cost analysis, inventory valuation, and cost-close activities.
• •Analyze material, labor, overhead, absorption, volume, mix, yield, scrap, purchase-price, and productivity variances, connecting root causes to accountable action plans.
• •Partner with Operations, Supply Chain, Engineering, Quality, Procurement, and BD Excellence teams to identify sustainable cost, capacity, and productivity opportunities.
• •Ensure financial integrity for inventory, reserves, excess and obsolete materials, cycle counts, and annual physical inventories.
• •Provide financial leadership for make-or-buy decisions, footprint and capacity studies, new products, transfers, automation, restructuring, and continuous-improvement initiatives.

C. Accounting, Reporting and Close Governance

• •Ensure timely and accurate monthly, quarterly, and annual close activities for manufacturing operations, with transparent variance explanations and effective review controls.
• •Ensure compliance with Brazilian statutory requirements, applicable U.S. GAAP requirements, corporate accounting policies, and the Finance Policy Guide.
• •Coordinate plant inputs to corporate reporting, representation processes, disclosures, reconciliations, and management certifications.
• •Partner with corporate Accounting, Tax, Treasury, Shared Services/GBS, and external advisors to resolve complex transactions and reporting matters.
• •Standardize finance processes and data definitions across sites to improve consistency, efficiency, traceability, and decision usefulness.

D. Internal Controls, SOX, Audit and Risk

• •Maintain an effective internal-control environment and ensure compliance with Sarbanes-Oxley requirements across manufacturing finance processes.
• •Own control design, execution, documentation, evidence quality, remediation, and sustainable closure of audit observations within the scope of the role.
• •Coordinate support for internal audit, external audit, statutory reviews, tax inspections, and corporate compliance requests.
• •Identify financial, accounting, inventory, asset, fraud, cyber-enabled finance, and process risks; escalate material exposures and drive mitigation plans.
• •Ensure appropriate segregation of duties, approval authorities, master-data governance, and access controls in partnership with process and system owners.

E. Capital, Assets and Investment Governance

• •Lead financial evaluation of Capex requests, business cases, return-on-investment analyses, sensitivity scenarios, and post-investment reviews.
• •Ensure disciplined fixed-asset governance, including capitalization, project settlement, useful-life review, impairment indicators, transfers, safeguarding, disposal, and scrapping.
• •Challenge investment priorities against strategic value, risk, capacity, quality, compliance, productivity, and financial returns.
• •Monitor approved capital spending versus authorization, forecast, milestones, benefits, and cash-flow commitments.

F. Strategic Business Partnership and Transformation

• •Act as the senior Finance partner to manufacturing leadership in Brazil, bringing an enterprise perspective to decisions and balancing short-term delivery with long-term value creation.
• •Influence operational decisions through fact-based analysis, constructive challenge, and clear financial storytelling for non-finance audiences.
• •Lead or sponsor finance simplification, automation, analytics, reporting, and process-standardization initiatives, leveraging ERP and business-intelligence capabilities.
• •Support regional and global projects, benchmarking, network optimization, productivity governance, and cross-site best-practice deployment.
• •Build a strong partnership with plant controllers and finance teams while maintaining clear corporate standards, escalation routes, and accountability.

G. People Leadership and Capability Building

• •Lead, coach, and develop Finance managers at the manufacturing sites as well as GBS offshore resources, setting clear priorities, performance expectations, development plans, and succession coverage.
• •Build technical depth in cost accounting, FP&A, controllership, financial analytics, systems, SOX, and business partnering.
• •Promote an inclusive, ethical, high-accountability environment in which concerns are raised early and decisions are grounded in reliable data.

2. Decision Rights and Scope of Influence

• •Approve or recommend financial assumptions, forecasts, provisions, reserves, investment evaluations, and performance actions within delegated authority.
• •Challenge spending, capital, inventory, costing, and operational proposals when financial support, controls, or returns are insufficient.
• •Escalate material financial, accounting, compliance, control, asset, or forecast risks to the appropriate leadership and governance forums.
• •Define common controllership routines, reporting standards, analytical methods, and governance expectations for Brazil manufacturing finance.
• •Influence plant and functional leadership without relying solely on formal authority.

3. Key Interfaces

• •Manufacturing leadership : Business performance, cost, productivity, capacity, investment, risk, and decision support.
• •Plant finance teams : Close, costing, forecast, controls, talent development, standardization, and issue escalation.
• •Brazil / LATAM / Global Finance : Reporting, planning, governance, accounting policy, performance, and strategic initiatives.
• •Operations and enabling functions : Operational drivers, project economics, cost actions, working capital, and execution
• •GBS / Shared Services / IT : Transactional quality, reconciliations, master data, systems, automation, and service performance.
• •Audit, Tax, Legal and external advisors : Compliance, audit support, risk assessment, statutory matters, and remediation.

4. Success Measures

• •Accuracy, timeliness, and transparency of close, forecast, management reporting, and operating reviews.
• •Forecast quality and early visibility of risks, opportunities, and corrective actions.
• •Manufacturing-cost competitiveness, productivity delivery, working-capital discipline, and benefit realization.
• •Effectiveness of SOX controls, audit outcomes, remediation sustainability, and policy compliance.
• •Quality of Capex decisions, spending governance, and post-investment benefit tracking.
• •Business-partner effectiveness, decision impact, stakeholder confidence, and finance-team capability.
• •Process standardization, automation, cycle-time red