Leading HR for Mexico Operations for both an Insurance and a Surety Company. Focused on boosting engagement, building strong processes and people capabilities.Main Achievements Transformed the HR service model increasing response time in 15% and standardized deliverables between different business lines. Defined a strategy to modify pension plan schemes managing to reduce in 25% estimated restructuring cost. Developed engagement practices that helped to maintain stability during the restructuring process. Led the process for the internal engagement survey resulting in Mexico having the highest rate of all international branches and receiving the award as 2nd place in the “Top Companies” benchmark for 2015. Led the regional initiative to develop the internal communication cannel, defining image, contents and platform to manage inthe 5 countries of Latin America. Guided the talent review process for the first time in Mexico, defining high potentials and critical positions for business lines and back office, maximizing the training Budget in these groups. Defined the evaluation model for all the staff aiming to support business needs during the Company merger, focused in maintaining an efficient service level in both front and back office functions.

Leading all HR back office operations and HRBP service. Re defined the local process for international assignments, eliminating in 90% inconsistencies and adjustments post assignment. Developed the managerial training program for compensation at Roche aiming to make managers first contact point for employees in compensation matters, resulting in eliminating this item form the top 3 “to do” in the engagement survey. Led the HR process for Diagnostics business line, defining with business leaders new positions, profiles, structures and compensation models

 Developed the Model restaurant visit for HR, achieving a turnover reduction of 48% in 2011. Negotiated with the 17 different unions to implement a variable payment model in 2011, eliminating the anual salary increase and implementing an incentive plan increasing cash flow for employees in 8% and reducing social security cost for the Company in 1.5%. Developed the restaurant managerial bonus scheme, changing to an operation driver payment in both brands and achieving an increase in the customer service ratings across the country. Implemented the HR generalist model to improve restaurant service and response time defining multifunctional working cells, improving the recruitment and on boarding process and reducing initial turnover.

· Development of incentive plans for the sales force in the retail banking.· Development of the cost of living and relocation policies.· Developed the retention plan model for the group for high performers.· Design of the competitive position analysis by banking segment, region and positions in the commercial banking.Implementation of the compensation and benefits policies in the commercial banking (over 30,000employees), management of 15 different incentive plans, compensation & benefits workshops for employeescoordinate the performance bonus process for all areas.

· Simplified the salary structure, reducing from 7 to 2 scales· Redefined the compensation survey to ensure a more adequate comparison.· Developed the HR indicators automated system, establishing an information HR center.· Redefining of the medical plan.· Initiated the compensation survey for Central America and Colombia, helping define an organizational structure and pay scheme.

· Support in the HR ERP implementation.· Responsible for the head count control and reporting for Mexico, Central America, Brazil and Argentina.· Redefining the car policy for assignment and sale to become market competitive. Studies; 90% EnglishTime Management ITESM-CCMEffective meetings ITESM-CCMFeedback Coaching Personal CoachingSelection Sara Lee