Leader of the Engineering, Processes and Continuous Improvement departments, with an organization of 5 direct and 14 indirect reports, and member of the company’s leadership team.I am responsible of the capital of the company, infrastructure, and the processes of the four manufacturing plants of the company. I´m directly involved in business strategies and requirements needed to deliver goods from the company to our clients.

Leader of the Engineering, IT-OT, Services, HSE and Physical Security departments, with an organization of 9 direct and 21 indirect reports, and member of the plant leadership team.Since I started the role, I developed an organization to manage and invest all capital for the plant and for all categories jointly with a 5-year master plan development. I managed to train, coach and qualify teams in project management, capital systems management, IT-OT, utilities, facilities, work safety (HS&E) and physical security, meeting requirements based on investment grade.I am responsible for the definition of the digitization plan and plant infrastructure, including energy efficiency projects, server virtualization and capacity projects. I managed to reduce the plant incident rate from 3 to 1 incident, obtaining the highest score in global audits for the last 3 years.I lead and am responsible for the creation of the plant's sustainability forum achieving a reduction of electricity and gas by 10%. Implemented a material recycling project, obtaining a 20% cost reduction and 90% recycled material. In this effort, I got recently the role of LA Category Sustainability Leader, developing and coaching the organization to meet sustainability goals.I actively participate in the search, identification and optimization of general plant and process costs, offsetting inflation and obtaining a 15% reduction for the last 3 years.I continue coaching and developing organizations for Progressive Maintenance and Initiatives Management since I started the roles.

Developed an organization of maintenance planners, understood and qualified their capability and skills needed to reduce plant breakdowns from 4 per month to 1 per quarter. I was able to reduce the maintenance cost from 0.4USD per statistical box to 0.07 (82% net saving), implementing maintenance optimization tools and changing the type of maintenance (cyclical to planned or predictive).

Capability leader in plant initiatives for all business units. Continuously developing qualifications needs for the organization and implementation of standard engineering, startup, and reliability work processes to achieve instant startups for all type of initiatives. I qualify and train the plant organization in production line reliability tools, to best deliver glidepath target needs for the business.I got expert qualification in all the methodologies and processes of initiatives since 2013, in order to streamline processes and deliver initiatives almost instantaneously.

Managed and implemented projects from feasibility to startup, gathering a total investment of 5MMUSD for different business units: detergent, shampoo and Argentina total distribution center. Delivered two special projects on time in this period: inserted new products in Argentina market by installing a fully automated production line with the highest standards, and a savings project with a unique design of automation for a large doypack line.Developed and implemented the total plant loss analysis tool, by setting the organization, training and coaching, delivering a 20% savings impact due to automation and new work methodologies.

Leader of the plant's detergent and shampoo manufacturing technical organization and acting as backup to the operations manager. I was responsible for 11 process technicians, maintenance leaders, control instruments and software leaders.I managed to reduce production stops from an average of 170 to only 8 per day.I implemented and developed the organization to deliver the annual planned demand with line efficiencies above 82%, and processes to deliver initiatives once per quarter, without affecting employee safety nor product quality.

I managed and implemented projects from their feasibility to their startup phases, capitalizing a total investment of 15MMUSD for all business units: detergent, shampoo and Argentina total distribution center. The projects covered all specialties for new production lines, manufacturing automation, new facilities, new product launch, reformulation and digitization.In 2013, I was promoted and in addition to my responsibilities, I took over the leadership of the Construction team with the highest accident rate in the company. I was responsible for preparing, developing, qualifying and training an organization, reducing the highest accident rate of the company to a rate of 0 incidents for 7 years in a row, achieving the second historical achievement of the plant. In this effort the organization delivered with no incident the demolition of obsolete facilities and expansion of production lines.

Intern responsible for the total cost of the products manufactured in the plant. I developed control reports and visualization of operating costs to streamline decision making to set the annual budget.Additionally, took on the leadership and development of tools to find operational savings working actively with the areas of manufacturing and engineering.