Senior executive experience with multi-national company focused on providing aircraft maintenance and modification services to major air carriers. Activities include:• Integration and harmonization of four operating companies• Spin off BPO unit and parts business under unified reporting and management• Develop roadmap to integrate under single ERP and operating system• Centralization of key accounting and treasury functions• Implemented Hyperion Planning and HFM• Integrate financial reporting across the operating companies• Transformation initiatives across operating companies focused on incremental value generation and margin improvement• Long-term refinance efforts and investment relations with lenders• Maintain all fiscal certification current with customs, all ministries and local community • Financial and fiscal due diligence on potential companies

• Consolidate all financial planning and controlling functions under centralized organization using an integrated planning platform to further optimize resources and streamline corporate reporting.• Led migration to IFRS from COLGAAP/USGAAP especially in the definition of an optimized maintenance cost and loyalty accounting policies.• Coordinated Colombian IPO for $250M and supported US fillings for a subsequent ADR in NYSE.• Led the corporate cost reduction program across all areas decreasing operational expense by over $150M per year.• Participated and evaluated multiple projects that include ERP definition, fleet definition, synergy assessment & follow up, organizational effectiveness and others.• Led the remediation program of Oracle ERP implementation by redefining all back-office processes and reducing software customizations from 380 to 27.• Led the corporate structure simplification and tax planning optimization that reduced 40 companies across multiple countries and reduced cost by $11M per year.• Rolled out a process improvement organization that generated leaner operational processes and achieve cost reductions in excess of $9M per year in key operational areas• Drove the successful creation of call center joint venture that secured a long-term service agreement and was monetized for over $8M in 3 years.• Negotiated key M&A’s that included regional airlines and cargo operations.

• Created corporate metrics department to manage operational and flight experience key performance indicators and determine targets aligned with corporate strategy. • Operational Excellence chairman to review and propose key scheduling changes to safeguard key operational drivers, customer preferences and revenue at risk. Key improvements in OTP (+5%) by rescheduling connecting times in major hubs and back up plane.• Implemented a fuel management program optimized and enforced fuel initiatives at the most granular basis yielding over $21M in savings per year.• Transformed the BI team to consolidate all data sources and maintain a single side of truth. Later implemented Master data management to further integrate information and eliminate all data silos• Performed a detailed revenue management analysis to understand revenue dilution opportunities that resulted in an improvement of $27M per year.• Implemented a BI solution to fully audit stations excess baggage fee collection delivering over $11M per year on incremental revenues.• Forecasted long term financial projections according to growth targets and fleet plan. • Managed and prioritized a cost, efficiency and productivity initiative portfolio to reduce operating expense in excess of ~$10M across all areas in the company. • Effectively implemented financial software (Hyperion Planning) to improve financial accuracy, reduce reporting time by ~75% and incorporate multiple scenarios at a route and/or P&L level. • Led corporate headquarter bidding, negotiation and construction complying with budget and estimated timeframe. Total investment over ~$15M and over 3 years.

• Led, reviewed and recommended full year Budgets (~$1.0B) for the all operational and administrative areas. Revised revenue forecast to guarantee consistency with current economic and competitive situation and included potential improvements. Forecasted crude variation impact to work the improvement required on per station basis to maintain profitability. • Performed BDP analysis outlining key opportunities and delivering over $10M savings per year• Co-led with Human Resources the organization effectiveness project to optimize spans and layers resulting in a $12M savings per year. • Validated and supported all external consultants’ recommendations (Bain/Oliver Wyman/Mercer) in multiple projects that included Low cost model, network planning, SBU analysis, organizational effectiveness, share service center, aviation training center, Loyalty program launch, etc.• Enhanced route profitability to segregate profitability under three dimensions (marginal, route and net) with multiple views of capacity (hubs, bank, flight regions and route).• Adjusted the executive bonus program with a clear segregation of roles and responsibilities. Set key specific targets across all areas resulting into corporate performance dashboard.• Successfully negotiated data center server cluster and corporate PC’s that yielded over 40% cost reduction and included an all-inclusive maintenance contract.

• Implemented internal investment review team to drive accountability and execution to the project approval process. Later rolled out methodology into all IT project prioritization.• Reviewed key operational and distribution system to develop structured RFP to drive value creation across the company.• Performed analysis to determine full potential and committed value associated to the evaluated vendors that included Sabre, Lufthansa Systems/Amadeus and SITA.• Led negotiations with selected vendors to determine a viable solution. This resulted in a complete system migration from previous Sabre to LSY/Amadeus (Incremental value of ~$20M NPV 3-yr).• Performed post completion analysis twelve months to understand value gaps and determine remediation process to achieve full potential within one year.

• Coordinated and evaluated capital investment appropriations for Central America and Caribbean ranging from $250K to ~$10M. Performed post completion analysis on appropriations over ~$350K.• Performed financial analysis on mergers and acquisition for other opportunities in the region• Evaluated Cost by Element for tissue manufacturing in the region. Identified key areas for cost improvement and coordinated cost simulations to forecast future performance based on available and potential fibers• Reviewed and analyzed monthly financial performance of all Central American subsidiaries. Identified key opportunities and improved profitability by 10%• Responsible for elaboration of key financial presentations to regional office.