Led the end-to-end (E2E) program management of four SAP projects, including three full implementations and one M&A-related rollout. Spearheaded the Change Management Stream, ensuring smooth adoption across the organization. Managed the entire data stream, including migration and integration, while overseeing strategic planning and execution across the territory's application landscape, both in cloud environments (Azure/AWS) and legacy systems.As the program owner, ensured all projects adhered to SOX compliance and governance standards, while coordinating with cross-functional teams. Directed the development and delivery of critical application solutions, including leading the teams responsible for the build, testing, and production phases. Co-led the design and deployment of the Order Management tool (Communities SFDC) and redeployed AgBiz, enhancing order management with ePayment capabilities.Drove IT strategy for the commercial organization in Latin America North, overseeing the transformation of ERP, CRM, and other commercial applications. Implemented data analysis tools like Qlik Sense/QlikView, delivering dashboards to facilitate clear communication and data-driven decision-making. Throughout, ensured projects aligned with broader organizational objectives, enhancing productivity and business outcomes.

Latin America North, territory application landscape, strategic planning, and implementation owner. Managing application/software development projects (end to end) - B2B, B2C, within intranet, and hybrid (Cloud, SSO, Security). Also directing RPA development and implementation (Automation Anywhere). Supervising SAP small changes and implementations to benefit the internal organization.Did lead the Data Migration and Integration for our new CRM implementation (SFDC), and making sure all our platforms are aligned and working according our business specifications and requests. Leading programs and projects IT related from a business collaboration point of view, getting resources onboard and driving execution.

Responsible for the Program Management for strategic accounts and cross sales teams, design of a performance curriculum that could change their performance at the opportunity management level.Lead the design and implementation of the performance profile for cross sales accounts, using internal and external resources, with the goal in mind of reducing redundancies and having a better process to close sales as one sales team (Account Planning, and KPIs).

To manage a team of front-line SMB relationship account executives managing the day-by-day operations (attendance, attrition, sick, and BCP risks). My team responsibility was to manage account sets and I had to watch the Key Performance Indicators and metrics (outbound calls, revenue, margin, forecast, quota, services, software and peripherals, servers, storage, network, client systems positioned). Working close to marketing making sure that the pricing, offers, and discounts aligned with the overall LatAm strategy for Medium Business. Also, I had to make sure that the production backlog was under control to deliver the product on time to our customers.

First-Level Manager of a technical support team that provides post-sales customer support for hardware, systems, subsystems, and applications using telephone and remote diagnostic capabilities.Plan, Design, and Implementation of the High-End Team transferring calls to Panama, I managed the readiness of this group, improving local resources capabilities an opening opportunity for new business segments in our country and site. Case Management BPI (YB): This project opened the opportunity for the Case Manager role in Panama, improving the customer experience from a 95% to a 98% as an average.

To place Korean Products in the Latin American Market through Colon Free Zone, and in the Local Panamanian Market (sometimes I had to travel to Costa Rica – because there was no local KTC agency).Creation of buyer lists and market analysis for Korean manufacturers interested in the CFZ or Panama markets.