Reporting directly to the LATAM Center of Expertise (CoE) Director. Responsible for the Strategy Deployment across the territory for the whole business (including Supply, Marketing, Finance & Commercial) in the North LATAM region. Accountable for the project execution and follow-up, impacting both top line & bottom line results. Leading the CI Culture deployment (including: bootcamps, practitioners coaching, stakeholder management, pocket trainings, visual management initiatives, etc.)- Productivity & Efficiency on manageable costs: COGS reduction of 8.5M USD in 2023 and 3.5M in 2024.- Incremental revenue impact: 6.5M USD in 2023 and 3.5 in 2024 (including NPI, M&A, register acceleration, GTM and new markets penetration).- Business Strategy: coordinated the deployment of the strategy across the whole business, including functional areas and a external CP association. Responsible for the Strategy execution and governance of the strategic initiatives (+50 in 2023) and impacted KPIs.- Governance: responsible to manage & improve the current governance system across the regions and Commercial Units (3).- Innovation: launched 3 Innovation rooms across the region to support and foster innovation and simplification projects (i.e. FinaSyn, Value Chain).- Training: during 2023 more than 40 persons trained for YB certification, 10 for GB and impacted +1,000 persons with pocket trainings. During 2024 trained +40 new Yellow Belts.- Artificial intelligence: created and executed the first ever framework for AI application to Continuous Improvement activities (Data Analytics & Natural Language processing).- Project Management: leading strategic Programs (Mergers & Acquisitions, Transformational, Simplification, Manufacturing volume increase, etc.)

Reporting directly to the Americas' QSC Director and to the GQS Operations & Strategy Global Director in dotted line. Deployment of Continuous Improvement initiatives in the site, coordination in the development and implementation of new services, guidance in the execution of digital initiatives. Member of the Global Quality Services' OpEx Council representing the Americas, leading Steering Committees / Governance Boards between the Center and the different StakeHolders, Coach of the CI Focus Group, leader of monthly meetings (Monthly Business Review & Build the Future), Chair of SD Projects' Governance meetings.Tool Implementation: KPI's SharePoint, Dashboard based on Qlik Sense (BI), tool for issues registration based on SP, Surveys to measure the voice of customer, SLA Tool for internal invoicing,FTE calculation based on SLA' efforts.OpEx Efficiencies: 6% savings (vs budget) achieved during 2021 (3 GB Projects) and 14% in 2022 so far. Currently managing the hub portfolio with 25+ CI & Digital projects.Service Development: successfully concluded 17 projects in 2021, leading teams across America and Europe (Mustang was a successful program that included several projects, winning of 2 Global Quality Services' awards). During 2022 I have leaded and concluded 10+ projects so far.

Reported directly to the Plant Director with dotted line to the Global Performance Director. Deployment of Continuous Improvement initiatives in the Plants (5) of the Business Unit, carrying out their execution based on the Projects Master Plan. Coordination in the development and implementation of focused improvement programs. Guidance in the execution of the best practices of the Playbooks under the guidance of the Corporate Performance and Engineering team. Conduct of workshops, Kaizen events and deployment of tools (Design of Experiments, Statistical Process Control or Value Stream Mapping) to enable the leadership teams of the plants. Support in training, guidance or coaching in the methodological framework of Lean. Responsible for monitoring monthly savings with the Finance teams (P&L) and their reporting: at a national level in the executive savings committee and global level through monthly meetings. - Increased by 60% (from 45 to 73 million pesos) the delivered savings. Led the creation, valuation and execution of savings projects based on Lean Six Sigma, PMI, SCRUM, PDCA and DMAIC to improve the Industrial Unit Cost of the Plants and the EBITDA of the Business Unit. Decreased Industrial spending by 8% (On an 890 million pesos budget) in 2019: o Decreased the unit cost nationwide to $ 0.53 / bot (at same level as 2015). Through projects: optimization, technological upgrades of machinery and equipment, process reengineering, centralized purchasing negotiations and the use of new technologies. o Promoted projects that reduced more than 3.5 million pesos / year in utilities and facilities costs. Through negotiations with suppliers and energy consumption controls.- Saved 8 million pesos in losses in 2019, taking them from 1.03% to 0.73%. Applied continuous improvement strategies such as DMAIC and PDCA, aligned to the corporate End to End (E2E) program.

Reported directly to the Manufacturing Director. Standardization, measurement and documentation of processes. SAP implementation (MM, PM & QM modules) and product costing (routes, resources, times and efficiencies). Deployment of the Industry 4.0 System (Warehouses, Quality, Production, Maintenance and OEE measurement). Design, creation and daily management of the Balanced Scorecard and KPI’s of the plant. Analysis of plant metrics for the creation and execution of initiatives as part of the Focused Improvement pillar of the TPM system. - Implemented SAP (ERP) successfully in the new cold cuts plant in Hidalgo in less than 6 months. Led and validated the project aligned to corporate standards and in coordination with Costs & IT corporate areas. - Led the Industry 4.0 initiative to digitalize 100% of the processes, including: Raw materials reception (Quality validation and release attributes), Raw materials warehouse (WMS), Production (Capturing: attributes, consumptions and registration of FP by workstation), FP Warehouse (WMS) and Maintenance (Preventive and corrective by machine).- Generated a Balanced Scorecard based on SQL, with information on efficiencies, production, warehouse stocks by location, and machinery working conditions in real time.- Calculated the cost of 100% of new products for the new plant (30 SKUs) and update them bi-monthly.

Reported directly to the Internal Audit Manager with 2 people under my charge. Creation and updating of the company's Risk Matrix. Planning and execution of audits, processes: Purchasing, Raw Materials Warehouse, FP Warehouse, Shipments, 3PM and Logistics (Including 3PL). Results presentations to Supply Chain Director as well as Area Managers. Assessment and monitoring to the execution of action plans. Responsible for investigations derived from the Complaint Line (for the Operations areas).- Achieved a scope of 80% to the audit program in secondary distribution and third-party manufacturers. Created an impact and probability analysis to prioritize & design an audit plan with monthly monitoring of action plans.- Executed the Yellow & Green Belt certification projects: “Standardization of Material Flows in Third-Party manufacturers, standardizing structure and information flows”. - Reached a 100% in attention to complaints and a decrease of 50% in loss of value, through timely identification, mitigation of interest conflicts and suspected fraud.

Reported directly to the Head of Operations Internal Audit. Execution of audits through; analysis of times and movements, creation of flow charts, reconciliations, confirmation of balances, inventories, interviews, validation of procedures and validation of KPI's. Interaction with operations areas: Purchasing, Raw Materials Warehouse, Spare Parts Warehouse, FP Warehouse, Shipping, Production and Maintenance. Annual reconciliation and validation of movements made in SAP (consumptions, departures, donations, destructions and conversions). Presentation of reports to process owners (Heads or Area Managers).- Detected and moved obsolete parts (30 million and 4 million pesos, respectively) in 2012. - Reclassified 17 million pesos in losses and reduced it by 4 million pesos in the can plant in 2011. - Identified differences in headcount (50% above) in M&A projects in 2014. - Identified differences in costs of the Campbells-Costeña Joint-Venture (0.8 million pesos) in 2015.- Detected and reduced incidents with a value higher than 5 million pesos per year. Applied controls to decrease 5% of them in movements of all Distribution Centers (+25) and Plants (5).