Head de talento de la oficina de México, responsable de la agenda de talento y cultura, enfocada en atraer y retener el mejor talento, fortalecer el programa de diversidad e inclusión, diseñar estrategias de competitividad salarial, gestionar el desarrollo de líderes preparados para gestionar equipos de alto desempeño, y acompañar los retos presentes y futuros del mercado.

Responsable del equipo de Talento de la Region America, apoyando al negocio a alcanzar sus objetivos, acompañando la construcción de una cultura de crecimiento y desarrollo de sus equipos, potenciando la construcción de equipos diversos y formando a los mejores profesionales de la industria.

Responsable de HR para la Región Norte, constituida por México, Panamá y Republica Dominicana. Encargada de potenciar el desarrollo de carrera y la sucesión de puestos estratégicos en la organización, además de acompañar en la construcción de un equipo diverso y talentoso.

Head of HR for Mexico, Colombia and Panama. Responsible for a HC of 370 employees. Business Partner for the business in the Advertising Sales across LATAM. Collaborative work with leaders to bring innovative Human Resources solutions, helping to develop the talent strategy for the business, ensuring alignment with business objectives and the strategic vision of the organization.

HR Head for Mexico, Colombia and, Venezuela, with 230 FTEs. Built a regional strategy of the HR Core Processes to reach the business goals, as Talent Attraction, Compensation review and, wellness. Three people in charge and reporting to SVP HR of Latam.* Analyzed a project to manage the staff expenses cost in Venezuela, increasing the employees' income by 75% with a corporate cost of 19%. * Participated in the change management group, designing and implementing the general restructuring project across Latam, building the communication plan, legal management and, exit packages for Mexico and Colombia. We achieved a clean execution with no labor contingencies, so far, supporting the integration with WM and avoiding additional costs to the company.* Played a key role in the integration process of 2 companies, by the procedure analysis, and the proposal of policies integration, benefiting the employees without a significant cost to the company, facilitating the integration process for 270 employees in Mexico and Colombia.

HR Head for Mexico. HC of 116 staff members. Management of the HR Processes of talent, leadership, and culture. Support the leaders to reach the business goals. Review and alignment of the compensation structure. Policies design, communication, and execution plan for the HR policies. In charge of the website for the employees across Latam (USA, Mexico, Colombia, Venezuela, Argentina, and Brazil). One person in charge. Reporting to SVP HR of Latam.* Managed and developed an aligned and cohesive leadership team focused on the Mexico office needs, which helped to reduce silos between departments and positioned the leaders of the Mexico office.* Designed a strategic alliance that implemented a performance management program with excellent results, which was replicated in Latam, transforming the performance process: moving from being 100% based on the relation and turning into honest feedback conversations focused on business needs and development opportunities for employees.* Supported the US office decentralization strategy, implementing the expansion of the Mexico office, as the one with the highest growth in Latam, in areas with a high complexity such as IT and Streaming, achieving an increase of 61% of the population.* Implemented a high-performance teams process in 80% of the population, which resulted in starting honest conversations bottom-up and, between peers, building teams with higher levels of information.* Led the employees' communication website across Latam, achieving a +90% of searching, getting an increase of viewers in a 200%.* Managed and successfully executed coaching processes to 46% of leaders, developing stronger leaders, with a higher level of awareness of their role and impact within the organization and strengthening communication channels with their teams.

HRBP for the Finance and Operations areas, supporting a HC of 180 people across Latam (México, Colombia, Peru, Argentina, Chile, and Brazil). Supporting processes such as talent and performance management, compensation, attraction, and talent development. Reporting to the HR Director of Latam.* Developed a structure that supported an end-to-end process by building a team with a skill set focused on efficiencies in the storage and shipment.* Reduced by 20% the Finance team, with no negative impact on the business.* Redefined the career plans for employees with high potential, achieving a specific career plan for 100% of Hipos and promoting 36% of that population.* Led the leadership training plan, which impacted the talent management process, based on clear criteria and observable performance indicators and, validated by different stakeholders, reducing the bias.

HRBP for Perú, Venezuela, and Panamá. HC 50 FTEs. Management and development of the process of attracting talent, compensation, culture, and well-being. Reporting to the HR Manager of the North-South America region.* Managed successfully the Venezuela office transformation process through detailed planning and effective negotiation in a complex work environment.* Developed leadership strategies, building a culture of feedback, transparency and, communication, reaching the lowest turnover rates in the region (turnover rate of 10% vs regional standard of 35%).* Led the Perú and Venezuela offices remotely, achieving an increase in engagement level on this population of 2%.

In charge of the training process for 60% of the employees, as well as leading all wellness activities for 80% of the population, and the certification process in Occupational Health.* Designed and executed the training program for more than 2,300 employees, increasing coverage by 8%.* Successfully built strategic alliances with vendors, which allowed expanding the coverage of wellness activities for 175 employees, with no additional cost to the company.

Consolidation of the HR department, structuring processes under ISO 9000 and TS 16949 standards, such as Recruitment, Hiring, Performance Management, and Training.* Implemented an overtime pay management system, optimizing calculation time by 156%, and reducing mistake margin by 40%.

In charge of the commercial management, HR consulting and training processes.