Training and Advisory of Process Improvement in all regarding Operation’s areas such as Supply Chain, Manufacturing, and Process Improvement: Demand Forecasting, Supply Chain, Standard Operational Procedures, Planning and Purchasing Process, Lean Manufacturing Deployment, Inventory Management, Process Diagnostic and S&OP (Sales & Operational Planning).

Companies advisor in areas such as: Demand Forecasting, Supply Chain, Standard Operational Procedures, Manufacturing, Logistics, Inventory Management and Control, Process Diagnostic and S&OP (Sales & Operations Planning) structures.

Charged with supervising and monitoring the Industry manufacturing facility. Including supervision over sales and operational planning process (S&OP), manufacturing, Quality Assurance, warehousing, inventory management and logistics, Environment, Health & Safety (EHS), and Process Improvement.

Commercial & Operations Director, August 2015 to the presentCharged with supervising and monitoring of the warehouse and distribution processes; Purchasing and Inventory control. Charged of the Sales force for all channel, including Down and Up to Trade. Responsible of new product introduction and Marketing as well. • Implemented. Review of best practices of Warehousing to enhance the timing of picking and reducing the delivery errors. Reduction of the process of orders reception, picking and trucks delivery time in 30%. Accomplishing 98% in the invoicing accuracy. • Charged of Purchasing and Inventory Control by reducing the total inventory volume by 40% compared with the initial inventory amount.• Restructuring of the products portfolio and sales force to encourage the efforts of the company, resulting in a significant reduction in operational cost.

Charged with supervising and monitoring the manufacturing of industrial adhesives and paint for the Latin American (LA) region (7 manufacturing sites and 5 main warehouses in 12 countries). This included the follow-up of the sales and operational planning process (S&OP), manufacturing, Research and Development Laboratory, warehousing, inventory management and logistics, Environment, Health & Safety (EHS).•Implemented, during 2008 and 2009, the sales and operational planning process, as a regional base for paint and adhesives, resulting in the centralization of manufacturing and purchasing decision-making for the LA region, achieving a 50% inventory reduction during 2009.•LA region awarded with HB Fuller Global prize for best region in safety out of three regions (North America, Asia Pacific, and Europe) in 2008: the best improvement of total recordable injuries and illnesses, and rates of total days lost, both according to the OSHA definition.•Black Belt Value Creation Global Award in 2007 for the “Design of a Standard System to Support Production Planning and Material Requirement Process” implemented in 2005 and which resulted in several million dollars in inventory reduction in Adhesive Operations in 2006.

Special assignment to work into the HB Fuller Global Lean Six Sigma Group delivering projects for the Latin America region•Directed the project: "Latin America Raw Material Monitoring" with $1, 5 million in value creation. The project pursued the identification of raw material price trends in the supply market in order to reduce price erosion due to unexpected increases for raw materials. •Directed the project: "Latin America Net Gross Profit Pocket" with a value creation of several hundred of thousand dollars in 2005. This project identified cost elimination opportunities in the sales process, such as discounts, consignment inventories, and special deliveries to customers.

Responsible for supporting three functional areas: Information Technology Regional Support, Second Level Support to Software Applications and Applications and Implementation. •Successfully completed the migration from several information systems to ERP (Enterprise Resource Planning). Implemented for 18 companies of the LA group in 15 countries, each under extensive fiscal regulations, using three different software packages. The total platform included finance, manufacturing, procurement, order entry and point of sales. •Recognition of the Latin America Region by Global Information Technology (GIT) vice-president as the best information technology organization in HB Fuller GIT for 2003 and 2004.

Charged, in Costa Rica, with production programming, purchasing, logistics, warehousing, and distribution to domestic and foreign markets. Responsibilities also included supervision of raw materials and finished goods inventories in subsidiary companies in Honduras, El Salvador, Guatemala and Nicaragua•Attained 30% inventory reduction in Costa Rica in 1995, the best result in managing inventories in the history of the Kativo Chemical Industries Paint Division since its creation in 1967.•Charged with the administration of all the warehouses for the company in Central America (given the successful results in Costa Rica) with a remarkable reduction in inventory during 1996 and 1997. •Trained a sales force of 120 mid-level and senior professionals in sales forecasting, in Guatemala, El Salvador, Honduras, Nicaragua, Costa Rica, Panama, Colombia, Ecuador, Chile, Argentina and Brazil, in 1997.•Trained 30 mid-level and senior manufacturing experts in the subject of manufacturing cells, on- site in Honduras, Costa Rica, Panama, Colombia, Chile, Argentina and Brazil in 1997.

Production Manager for Paint in Costa Rica. Charged with production and raw materials and finished goods warehouses, including total purchases, quality and customer distribution. •Increased production capacity by 200%, reducing back orders from 32% to 5% on average.•Attained a total of 1,300,000 man hours without recordable injuries in a period of 4 years. The result was recognized by Kativo Chemical Industries as the best ever in the company since its creation in 1949•Executed the merging of the two biggest paint manufacturers in Costa Rica into one. This process included the merging, in 1994, of manufacturing sites, technical databases, raw material and distribution warehouse.