Direct and oversee the company's risk agenda incorporating competitive intelligence, coordinate business continuity and risk management in Mexico.• Coordinated rapid response teams in relevant events for business continuity including COVID19 pandemic.• Coordinated task forces with different areas like Legal, Operations, Supply Chain, Corporate Affairs, Social Impact, etc., in order to mitigate or anticipate risk in our Agenda.• Followed-up on early alerts to keep top management updated with relevant information for decision making.• Implemented the Manufacturing Risk Agenda across business units to foster bottom-up risk awareness with complete integration and visibility using Microsoft's PowerPlatform.• Coordinated the different areas in the Vice presidency of Corporate Affairs (Social Responsibility, Institutional Relations and External Communications) to assure business continuity including reputation management.

Provide strategic, operational, financial and marketing vision to the Infrastructure and Government segment. Responsible for the marketing and integral commercial plan while participating in the priorities definitions and projects coordination. In addition, responsible for the innovation process and culture for CEMEX Mexico

Provide strategic leadership and operational direction for the optimization and disposition of idle assets, real estate properties as well as management of the commercial and utility vehicles fleet for CEMEX Mexico's business units.

Provide strategic leadership and operational direction in the sourcing for indirect materials and CAPEX Projects for CEMEX México’s business units including Cement, Ready Mix, Aggregate, and Logistics operations with an annual negotiation spend in excess of $300 million. Responsible for the supervision and productivity of a staff of 10 senior and junior level negotiators and 1 import logistics coordinator.• Led the team to closed negotiations resulting in savings of over $2.4 Million USD.• Led the team to define new strategies in previously overlooked categories like Diesel and conveyor belts all-inclusive maintenance which resulted in savings of over $0.250 Million USD• Fostered improved and ongoing business relationships within Operations, increasing overall participation in previously overlooked procurement areas.

Direct oversight and responsibility for the planning and sourcing of goods and services with overall managerial responsibility for leading warehouse operations and staff for eight cement plants in Mexico. • Led the National Replica for Warehouse Outsourcing project leading to an immediate inventory reduction of $7 million pesos.• Reduced raw material Inventory by 40% in 2009.

Led the strategic sourcing for all direct and indirect materials for CEMEX México’s Cement, Ready Mix, Aggregate, and Logistics business units with full responsibility for managing a negotiation spend of $374+ million USD and a team of 17.• Assumed managerial responsibility for department operations, defining goals and metrics for the group and successfully finalizing the 2008 negotiations plan.

Managed all aspects of strategic sourcing and negotiation functions for all mobile equipment and machinery with an annual spend of $80+ million USD, applying CEMEX’s strategic sourcing methodology to national negotiations. Leveraged financial analysis skills to evaluate the best total cost of ownership.• Led the company’s first electronic auction with benefits of over $0.22 Million Dollars• Developed and implemented tools to track, monitor, and evaluate vendor performance.

Provided leadership, direction, and management in the $3.55 million Business and Operations Process Redesign project that included the implementation of Oracle’s e-Business Suite ERP for manufacturing and distribution. Led all phases of the project life cycle from design through to implementation, managing a multi-location team of 28 staff, consultants, and developers.• Led the project and team to successful implementation, meeting the go-live date while completing project 5% under budget.• Negotiated the tri-party contract for the project that included building relationships between two consulting firms and Metalsa staff.• Mentored project team members during project life cycle, assuring the promotion of the participating team after project completion.

Established and led the seamless execution of supply chain operations including the procurement of direct materials, production control and scheduling, inventory control, material handling, customer service, ERP system (MFG Pro) maintenance, and shipping and delivery. Provided managerial oversight to a team of over 70 direct and indirect reports and operators. • Through effective management reached 100% on-time delivery with all customers in less than a year.• Reorganized the department to reduce from 10 to 8 direct administrative employees while implementing a performance matrix to evaluate everyday activities and align goals.• Increased the inventory control accuracy from 80% to 95% in the key locations.

Led the quality and manufacturing engineering team in the implementation of continuous improvement and cost savings projects. • Orchestrated the successful output of Paccar’s quality audit, key in the LTA negotiations requiring diligent follow-up and teamwork.• Coordinated the activities of the Heavy Truck SBU Manufacturing Council to track cost savings.• Established the critical path for Quality and Manufacturing Engineering departments to reach the 2007 vision.

Leveraged knowledge and understanding of Lean Manufacturing concepts to lead the manufacturing engineering team to incorporate continuous improvements in the different areas of the plant. Applied manufacturing processes knowledge in the different production lines including Slitter, Cut-to-length, Stamping Operations, Roll Former, Plasma Cutting Cell, Heat Treatment and CNC Punching. Team: 5 Mfg. Specialists and 1 Automation Specialist.• Implemented the OEE (Overall Equipment Effectiveness) metric in the plant to track equipment performance and costs.• Led the manufacturing-quality team in the successful implementation of new products and equipment.• Established the structure for the Best Manufacturing Practices Council between the Mexico and USA plant.

Led the manufacturing, maintenance and quality improvements with emphasis in Lean Manufacturing concepts in the slitter, cut-to-length, straightening and drilling lines, requiring continuous interaction with supervisors and operators. Led the evaluation, purchase, installation, and ramp-up of nearly $2 million in capital equipment.• Recognized for innovation and people oriented skills.• Led the Value Stream Mapping (Toyota Tool) of the plant operation to determine the best manufacturing practices to implement.