Jose Braulio, CPA, MBA

𝐅𝐫𝐨𝐦 𝐎𝐩𝐞𝐫𝐚𝐭𝐨𝐫𝐬 𝐭𝐨 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐬𝐭𝐬: 𝐓𝐡𝐞 𝐂𝐅𝐎 𝐒𝐡𝐢𝐟𝐭 A recent Mondaq article described five shifts that will separate CFOs who remain operators from those who become true strategists. It reinforced something I’ve been reflecting on for some time: 𝑭𝒊𝒏𝒂𝒏𝒄𝒆 𝒄𝒂𝒏 𝒏𝒐 𝒍𝒐𝒏𝒈𝒆𝒓 𝒃𝒆 𝒋𝒖𝒔𝒕 𝒂𝒃𝒐𝒖𝒕 𝒓𝒆𝒑𝒐𝒓𝒕𝒊𝒏𝒈 𝒕𝒉𝒆 𝒑𝒂𝒔𝒕. 𝑰𝒕 𝒎𝒖𝒔𝒕 𝒔𝒉𝒂𝒑𝒆 𝒕𝒉𝒆 𝒇𝒖𝒕𝒖𝒓𝒆 𝒐𝒇 𝒕𝒉𝒆 𝒃𝒖𝒔𝒊𝒏𝒆𝒔𝒔. Too often, financial teams fall into the habit of fault-finding from data. But numbers, when used well, are not about blame—they’re about insights and recommendations that drive change. At KDD, we’re consciously making this shift: • From cost cutting → to value creation • From looking backwards → to planning ahead • From risk avoidance → to risk mitigation This means finance leaders shouldn’t just attend meetings; they should influence outcomes, shape strategy, and help chart the path forward. As the article rightly says, 𝒕𝒉𝒆 𝒆𝒗𝒐𝒍𝒗𝒊𝒏𝒈 𝑪𝑭𝑶 𝒊𝒔 𝒏𝒐𝒕 𝒋𝒖𝒔𝒕 𝒂 𝒄𝒖𝒔𝒕𝒐𝒅𝒊𝒂𝒏 𝒐𝒇 𝒄𝒂𝒑𝒊𝒕𝒂𝒍 𝒃𝒖𝒕 𝒂 𝒄𝒂𝒕𝒂𝒍𝒚𝒔𝒕 𝒇𝒐𝒓 𝒈𝒓𝒐𝒘𝒕𝒉. And that’s exactly the mindset we are trying to embed across our teams. Read the article here: https://lnkd.in/dM95twyM #CFOEvolution #ValueCreation #KDD

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A great announcement this morning: Mars has completed the acquisition of leading global snacking company Kellanova. This combination will significantly expand our global Snacking platform, adding Kellanova's three billion-dollar brands — Pringles®, Cheez-It® and Kellogg's® — to the Mars business. Together, we are well-positioned to meet the needs of millions of consumers across the globe with a variety of treats, snacks and meals across our trusted, loved and innovative products. I look forward to all we will achieve together! https://lnkd.in/gbxcwD7P #BetterTogether #FutureOfSnacking #ProudlyMars

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Proud to share that we’ve announced a $9 million investment in our Baldwinsville, NY brewery which is part of our $300M Brewing Futures initiative this year to strengthen U.S. manufacturing. This investment will expand production of fast-growing brands like NÜTRL and Skimmers, while supporting jobs, technical training, and new career pathways - including for Veterans. It’s all part of our 165+ year commitment to investing in our people, our breweries, and the communities we call home. #BrewingFutures #ThatsWhoWeAre

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My thoughts on the hiring market in Accounting and Finance within the manufacturing space. This is not an all encompassing market post. I am aware that unemployment is higher than it has been in years and there are a lot of talented people looking for work right now. This has been the most interesting market I have seen in my almost 7 years of recruiting. It is neither client driven (less jobs, more candidates) or candidate driven ( more jobs, less candidates) With the tariff situation unfolding this year a lot of manufacturers were impacted one way or another. A LOT of my clients went into hiring freezes, which impacted the first half of the year greatly. The second half of the year, hiring picked up. But candidates have started taking the reigns. Anytime there is uncertainty in the market, candidates become more hesitant to make a move. It better be a damn good one. We are in that middle ground right now where clients are still in control, but candidates are taking the control back - it makes for interesting conversations, more declined offers and more negotiating/competition to attract top talent. With that being said - scary trends that make this feel like spooky season instead of the holiday season! - A scary amount of accountants cannot perform basic excel functions. (We have had multiple clients have to let people go recently due to this) - Microsoft TEAMS is still a bear for people to figure out to use on an interview - People are starting to use AI on video interviews!!!!! This is really scary and hiring managers notice big time. 2026 has the beginning signs of being a very strong market, but I am not an economist, I am just a guy. Happy Holidays everyone! Appreciate the partnerships we have made along the way this year and continuing to build on them moving forward!

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Mantiqueira USA is entering the U.S. egg market with the acquisition of Hickman’s Egg Ranch, one of the leading producers on the West Coast, with decades of experience and a strong presence in both retail and foodservice. For JBS, this move represents a strategic expansion in the United States and marks our entry into a complementary protein category within our global portfolio. It strengthens our long-term focus on diversification, efficiency and value creation. The acquisition brings together Hickman’s legacy and reputation, Mantiqueira’s expertise and the scale of JBS, creating a platform ready to grow with discipline and consistency in one of the most competitive markets in the world. #MantiqueiraUSA #GlobalExpansion #FoodIndustry #Growth

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𝐓𝐡𝐞 𝐂𝐚𝐩𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐌𝐚𝐭𝐮𝐫𝐢𝐭𝐲 𝐌𝐨𝐝𝐞𝐥 (𝐂𝐌𝐌): central to disciplined, effective financial leadership. Think of CMM as a roadmap from chaos to confidence, guiding the journey from reactive firefighting to proactive orchestration. 𝑷𝒊𝒄𝒕𝒖𝒓𝒆 𝒕𝒉𝒊𝒔: Year one might focus on getting the basics right; clean data, standard reporting, clear controls. By year three or five, the focus shifts to analytics-driven forecasts, scenario planning, and cross-functional collaboration that align every dollar to long-term business goals. 𝘞𝘩𝘺 𝘥𝘰𝘦𝘴 𝘵𝘩𝘪𝘴 𝘮𝘢𝘵𝘵𝘦𝘳? Because without a maturity model, finance risks being trapped in short-term fixes and disconnected silos. 𝐀 𝐦𝐚𝐭𝐮𝐫𝐞 𝐟𝐢𝐧𝐚𝐧𝐜𝐞 𝐟𝐮𝐧𝐜𝐭𝐢𝐨𝐧 𝐝𝐨𝐞𝐬𝐧’𝐭 𝐣𝐮𝐬𝐭 𝐫𝐞𝐩𝐨𝐫𝐭 𝐧𝐮𝐦𝐛𝐞𝐫𝐬; it influences decisions, drives innovation, and partners with the wider business to build resilience. So, whether your finance team is just starting out or driving transformational change, the Capability Maturity Model offers a clear framework to elevate finance from number crunchers to strategic catalysts. Remember, 𝘧𝘪𝘯𝘢𝘯𝘤𝘦 𝘮𝘢𝘵𝘶𝘳𝘪𝘵𝘺 𝘪𝘴 𝘢 𝘫𝘰𝘶𝘳𝘯𝘦𝘺, 𝘯𝘰𝘵 𝘢 𝘤𝘩𝘦𝘤𝘬𝘣𝘰𝘹. Layer by layer, capability by capability, financial leadership grows in insight, agility, and impact. #CapabilityMaturityModel #FinanceLeadership #StrategicFinance #DataDrivenDecisions #BusinessResilience

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Fedway Associates is moving into beer with a deal to acquire Anheuser-Busch distributor Ritchie & Page in New Jersey. 🍺🤝 Pending supplier approvals, the transaction is slated to close in early January 2026, after which Fedway will launch Jersey Beverage Network to assume Ritchie & Page’s beer distribution across Burlington, Mercer, Monmouth, Ocean and parts of Camden and Hunterdon counties. The existing leadership—Chris, Emma and Jack Natale—will join the new subsidiary in their current roles to maintain continuity for retailers, suppliers and employees. Ritchie & Page’s book spans the A-B portfolio plus roughly 80 suppliers, including Guinness (Diageo), Heineken, Dos Equis, White Claw and craft names such as Allagash, Firestone Walker, Lagunitas and Victory, operating from a 180,000 sq. ft Robbinsville warehouse. 🥃🚚 The move expands Fedway’s statewide wine and spirits footprint—more than 9 million cases to 7,000+ accounts—and reflects a broader shift of wine/spirits wholesalers entering beer, following recent deals by Southern Glazer’s in NYC and Martignetti in Massachusetts. https://lnkd.in/gPpD3tpW #BeverageIndustry #Beer #WineAndSpirits #Distribution #MergersAndAcquisitions #RTD #NewJersey #CraftBeer

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Modelo and Corona beer importer Constellation Brands recently cited weakening demand among its core Hispanic demographic as a reason to lower its net sales guidance. Similarly, last month, Jack in the Box reported a Q3 same-store sales downturn of 7.1% citing a noticeable drop in Hispanic consumer spending. These executives noted “uncertain” environments for Hispanic shoppers in an era where the U.S. Immigration and Customs Enforcement is intensifying efforts to deport undocumented immigrants. Nevertheless, there’s another clear reason why these shoppers are pulling back their alcohol and fast-food consumption: Hispanic Americans are making decisions at retail and foodservice that benefit their overall health and wellbeing, more so than any other U.S. demographic. This isn’t new: a study in 2021 found that only 7.7% of Hispanic adults smoked cigarettes compared to the national average (11.5%). Now, these shoppers are clearly purchasing deeper in health-focused, functional categories. This shift has the potential to revolutionize the better-for-you food and beverage industry, worth roughly $653 billion in the U.S., while also harming brands that lack a healthy angle. Plus, we’re likely to see similar statements from other businesses that deal in indulgent categories.

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DIAGEO JUST SAID THE QUIET PART OUT LOUD” Spirits growth is slowing in key markets — so Diageo is doing what big players always do in moments like this: raise prices and trim the lineup to protect margins. Translation: • Fewer SKUs • More focus on premium-plus • Tighter supply-chain discipline • Bigger bets on the biggest brands This is the corporate playbook when demand softens. Not panic — polish. Not expansion — efficiency. But here’s the real signal for everyone else in the industry: If the largest spirits company in the world is simplifying, everyone else should be paying attention. SKU sprawl is expensive. Price sensitivity is rising. Consumers are drinking more intentionally — not more often. The future isn’t more labels. It’s clearer purpose, clearer flavor, clearer moments. And this is where smaller producers — especially veteran-owned brands — have the advantage. We know how to focus, adapt, and lead through lean environments. Now imagine if veterans across distilling, brewing, and hospitality banded together — using a collective of our own resources to build a powerful chain from grain to glass. Because when the giants tighten up, that’s not the end of opportunity. It’s the opening. Follow me and The Bar Book to learn more about a bold new project designed to highlight and empower veteran-owned brands across the beverage industry. #VeteranOwned #GrainToGlass #Spirits #Strategy #Leadership #Innovation #MadeInAmerica #PurposeDriven

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Co-Creation vs. Controlling. Collaboration vs. Independence. Three tensions every finance leader must navigate — often all at once. As finance steps into a more strategic role, the mindset of co-creation is gaining ground. It’s about being in the room early, shaping decisions with the business, and enabling outcomes with teams — not after them. But here’s the paradox: Finance is also expected to be the controller, the independent steward of value — safeguarding governance, ensuring compliance, and remaining objective. Add to that the ever-present race for credit across functions, and the ground becomes even trickier to stand on. So how do you balance it all? 🎯 Your North Star “Finance must enable the business while remaining independent stewards of value.” This means finance is neither a scorekeeper nor a cheerleader. It’s a strategic partner with backbone. 💡 Some guiding principles: ✅ Be a co-creator in design, but a controller in delivery ✅ Involve early, challenge respectfully, decide objectively ✅ Celebrate shared outcomes, not individual wins ✅ Maintain independence, but never at the cost of isolation Because: 🔹 Co-creation doesn’t mean co-dependence 🔹 Control doesn’t mean saying no 🔹 Independence doesn’t mean detachment It’s a tightrope walk — but one worth mastering if we’re to build high-impact, high-integrity finance teams that lead with both trust and discipline. ✨ A reflective thought to leave you with: “Strong fences make good neighbors. But shared gardens make great communities.” Control builds order. Co-creation builds meaning. Great leaders deliver both. #FinanceLeadership #CFOPerspective #StrategicPartnering #CoCreation #Governance #CultureOfTrust #HighImpactFinance #LeadershipInAction

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Finance has to do more than protect margins. It has to protect the brand. Throughout my career, I have learned that CFOs are not just managing costs. We are building value through data, discipline, and deep brand understanding. Whether it was at Godiva, Wella, or Burberry, my focus has always been the same: align capital with brand equity, make decisions through the lens of the consumer, and never lose sight of what makes the brand meaningful. In my most recent interview, I got to share more on how financial strategy can drive innovation, agility, and long-term brand strength. Read more: https://lnkd.in/eGfRiy44

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You can tell a lot about a PE firm by looking at its CFO. Every number tells one story. Every CFO tells another, usually about the partner they work for. After years of recruiting finance leaders, one pattern keeps showing up: the PE CFO starts to mirror the partner. Calm, methodical partner? You’ll see a CFO who plans two quarters ahead. Reactive, deal-chasing partner? That CFO’s running on Slack and caffeine. It’s not good or bad. It’s human. Two people share pressure long enough, and they sync up. That’s why “fit” in a CFO search isn’t about resume lines. It’s about wavelength. Does this CFO thrive under intensity, or burn out from it? Does the partner value process, or pace? The best pairings see the echo and adjust before it becomes noise. If you’ve lived this dynamic, what makes a CFO/partner pairing work? (And when it doesn’t, what cracks first?)👇 #PrivateEquity #CFO #Leadership #Finance #ExecutiveSearch #PEBackedCompanies #CFOLeadership

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Proud to share Keurig Dr Pepper’s first-ever State of Beverages 2025 Trend Report. It’s a look at how shifting routines, needs and generations are redefining the beverage landscape—and what that means for the future.   For anyone focused on category insights and consumer connection, the data is worth a read. From flavor exploration to function-first choices, the “why” behind every sip is evolving—and so are the opportunities. You can read the full report here → https://lnkd.in/gbqSXzuY

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