- Responsible for the PMO of the Strategy and Transformation Department (Innovation, Continuous Improvement, Strategic Alignment).- Responsible for the Staff team that provides service to the areas of talent, communication, performance, and finance to the Strategy and Transformation Department.

- Responsible for the definition, follow-up, and accountability model of the short-, medium-, and long-term strategy portfolio. - Alignment of the strategy with the financial budget.- Strategic Risk Management.

Responsible of the strategic alignment process of the Omnichannel area - Sales, Marketing and Categories -, ensuring the alignment of a project portfolio with over 20 initiatives with an expected net profit of $ 482 MM.

I was responsible for the alignment of projects through the impact-difficulty matrix with strategic objectives for Mexico and 4 countries (Mexico, Brazil, Chile and Bolivia) of LATAM. Leader of a team of consultants dedicated to managing tactical projects, providing the PMI methodology for their execution and facilitator of this methodology for LATAM.- I led the creation of the Global Service Center for LATAM, India and Canada through the integration of a multidisciplinary team allowing the… Show more I was responsible for the alignment of projects through the impact-difficulty matrix with strategic objectives for Mexico and 4 countries (Mexico, Brazil, Chile and Bolivia) of LATAM. Leader of a team of consultants dedicated to managing tactical projects, providing the PMI methodology for their execution and facilitator of this methodology for LATAM.- I led the creation of the Global Service Center for LATAM, India and Canada through the integration of a multidisciplinary team allowing the migration of the bank's operation to this new company in a timely manner. Show less

I was in charge of the creation of the Office of Strategic Planning and PMO - Policies, SWOT and PESTEL analysis, budget, project portfolio. Implementation of Business Intelligence, BSC, Strategic Maps and KPI's to ensure the alignment of the goals of the areas with those of the company. I played the role of Chief of Staff working directly with the CEO, managing the strategy and communication with the C-Level as well as preparing high-level presentations.- I was able to successfully… Show more I was in charge of the creation of the Office of Strategic Planning and PMO - Policies, SWOT and PESTEL analysis, budget, project portfolio. Implementation of Business Intelligence, BSC, Strategic Maps and KPI's to ensure the alignment of the goals of the areas with those of the company. I played the role of Chief of Staff working directly with the CEO, managing the strategy and communication with the C-Level as well as preparing high-level presentations.- I was able to successfully focus on the strategy giving priority to the needs and experience of the client, which allowed obtaining the first place in service level according to the results of the CONSAR. Show less

I participated in the definition of the guidelines for the deployment of the strategy in the 12 organizations of the Group andcorporate directorates. I trained the European operations in terms of the planning and strategy management processes. Itrained and conducted an audit process to Chinese operation to identify the maturity level of their planning office.- I collaborated in the design and coordination of the five-year process for the global renewal of Mission, Vision, as… Show more I participated in the definition of the guidelines for the deployment of the strategy in the 12 organizations of the Group andcorporate directorates. I trained the European operations in terms of the planning and strategy management processes. Itrained and conducted an audit process to Chinese operation to identify the maturity level of their planning office.- I collaborated in the design and coordination of the five-year process for the global renewal of Mission, Vision, as well as the 2016-2020 Strategic Objectives with the Board, Steering and Executive Committee of Grupo Bimbo. Show less

I was responsible for the implementation of the Kaplan and Norton Strategic Management Model supported by BSC tools and strategic maps as well as the deployment and monitoring of the strategy to the Functional Directions. I was in charge of the PMO and also I played the role of Chief of Staff working directly with the CEO managing the strategy and communication with the C-Level as well as preparing high-level presentations.-I designed and updated annually more than 20 strategic maps as… Show more I was responsible for the implementation of the Kaplan and Norton Strategic Management Model supported by BSC tools and strategic maps as well as the deployment and monitoring of the strategy to the Functional Directions. I was in charge of the PMO and also I played the role of Chief of Staff working directly with the CEO managing the strategy and communication with the C-Level as well as preparing high-level presentations.-I designed and updated annually more than 20 strategic maps as well as their BSC which were deployed to all regions nationwide; also, I was in charge of training 6 Directions in PM.- I assisted in the process mapping and identification of areas of opportunity using quality tools and Lean methodology. I successfully participated in the implementation of lean in commercial processes, improving the productivity of the sales centers. Show less

I managed the IT projects with an annual portfolio of more than 15 initiatives that allowed the beginning of the digital transformation of some key processes of the HR Operation. I was responsible for the personnel administration platform of all LATAM (Meta4 / People net).- I trained the teams from 8 LATAM countries in a timely manner in the use of the personnel and payroll administration system to update the software application.