Deploy in Colombia and Latin America the footprint for CANPACK, creating all the necessary conditions to ensure the success of it. develop the industrial greenfield, giving to the Latin America Zone enough commercial capability.Assure financial, commercial and technically the process to increase the aluminum can share market in Latin America.

(End-to-end Supply Chain Manager - legal representative). Ensure the industrial process (Supply, logistics, production, quality, maintenance, continuous improvement, Human Management, H&S, Environmental and administrative support) in Colombia for three industrial units (Yeast, Margarines and Bakery Ingredients). Assure new performance level to create a new world class executing industrial management process.

(General manager - legal representative). Ensure proper commercial, financial, logistical, production and overall business growth; including all the relationships, as corporate group, that Almaiz has with the 4 companies which is the major shareholder.Responsible for structuring and redefining the business in order to launch an aggressive expansion of the brand nationwide.Achievements:· Commercial growth of 12% for the las quarter. Implementing commercial business strategy for the product and market at the PoS· optimization of the financial health of the company; developing (first time in company history) a spending and execution budget that allowed immediate follow-up of the way in which resources are used and ensure a healthy financial operation. They have increased more than 8 points the MEBITDA thanks to control and budget execution.· Redefine the cultural base to develop the company's human capital. It reduces 40% of personal rotation and 21% of turnover.· Optimization of the production plant (which produces “raw materials” for all restaurants); looking for new ways to increase efficiencies and minimizing the impact of fixed costs on the MEBTIDA of the company; In the last 4 months it has reduced the impact by more than 21%.· Reorganization of the Procurement structure of the company. It has re-cached 4% of MEBITDA thanks to all this initiative.

(Legal representative and COO) Develop competitive advantages through technical optimization, ensuring growth by catalyze human and organizational talent. . Responsible for all the operational processes at the industrial site; it includes raw material procurement and handling, production, quality assurance, packaging, warehousing and distribution of 18% of the country beer consumption and 35% of the national Malt Beverages consumption (more than 100 different SKUs in 5 packaging lines). Achievements:• Increase by 18% the MEBITDA of Cervecería del Valle through the alignment of the objectives of each organizational area, careful and detailed process control, detailed analysis of relevant operation issues and catalyzing commitment of the team members.• Design organizational change management program; aligning common vision, priorities, strategy and communications at all organizational levels. Organizational effectiveness survey improvement in 9% in two years.• Increase company productivity in 50% through Re-allocation production volumes and increasing efficiencies in more than 11%.• Optimize water usage (26% reduction in two years), energy consumption (27% reduction), and CO2 emissions (46% reduction) without major CAPital EXpenditure.• Redefine quality focus of the brewery, improving in 77% the point of sale quality perception, in 44% brewing quality KPIs and in 26% brewery hygiene indicators.• Manage a major expansion project (total investment of USD 80 million) accomplishing all the time (14 months), financial (USD 11 Million in savings), environmental (zero impact), industrial safety (zero serious accidents) and capacity (25% more) objectives.• Redesign of maintenance structure; increasing in more than 6% the Mechanical efficiencies, improving in 25% the time between failures, optimizing headcount in 18% and reducing maintenance cost in 31%.

(General Manager - Legal Representative. leading the industrial site which produce (1 cutting line, 3 offset printers, 4 die-cutting and 4 finishing lines) and distribute (nationally wide) 100% of the labels used in the Colombian beer market (more than 48million m2/year of paper processed) guaranteeing optimized manufacturing process. General Manager of 8 different areas (finance, strategy, HR, production, quality assurance, maintenance & engineering, Supply & distribution and continuous improvement).Achievements:• Restructure all the production strategy, simplifying it and increasing in 43% factory efficiency and in 14% mechanical efficiency. It increases the factory production capacity in 34%, generating 100% accomplishment on post sales services and 98,5% of delivery reliability.• Redesign company structure (roles, responsibilities, goals and objectives) aligning the company with the expected results pragmatically and fast. Organizational Effectiveness Survey improves 7,2% in one year.• “World Class manufacturing” Project owner for the company. Developing action plans which increases the commitment of all organizational levels with the program. Factory Efficiency improved by 4% directly by the achievements associated with the WCM program.

Part of the management department, with personal emphasis in strategy; curriculum Developer for this emphasis for both undergraduate and graduate courses.M.B.A. professor and designer of different courses which includes: Strategy Foundations, Organizational Design and Capabilities and Competitive Environments. Strategic management consultant or different agreements made between administrative and economics faculty and industry.

General Manager - Legal Representative. Responsible for the design, developing and application of the general business strategy (administrative, financial, commercial, human, marketing and operations) as well as the performance evaluation of each department.Management of expansion and growing projects, design and develop of all the Business KPIs (in all areas), raw materials purchasing and handling, Just in Time production system control, logistics and distribution restructure and optimization. Sales general policy developed, including adequately compensation structure, commercial budgeting and individual development plan.Achievements:• Redesign company structure and strategy, creating triannual strategic plan, goals and policies, resources (human and financial) allocation system. It catalyzed the human potential and generated new corporate and organizational culture in 1,5 years.• Redefine the administrative and financial management, reducing financial closures from 18 to 5 days, obtaining real time sales data and performance KPIs.• Redistribute financial assets, in order to optimize working capital usage in a year with a strong agricultural market crisis• Optimize the liquidity to develop new expansion projects• Develop the business case (including execution and start up) or a new industrial facility in a different city (Montería – Cordoba)• Restructure of commercial and marketing policies, changing the marketing mix and increasing 18% sales volume in 2005and 27% in 2006.• Redesign of the operations and logistics system, increasing in 25% the production capacity without any capital expenditure, improving 66% the delivery times and reducing in 75% the delivery dissatisfaction.

Responsible for the manufacturing process of the company, designing and developing new KPIs to ensure adequate resources allocation and usage; alike, responsible for production scheduling, programming, and following, ensuring all technical processes, and certifying quality in each process and product.Achievements:• Increase 15% plant capacity through design auto evaluation and empowerment plan for supervisors. It catalyzes decision making process increasing leadership capabilities which reduce 90% absenteeism at operator level.• Restructure and improve internal logistics, reducing 25% warehousing and storage usage.• Design and develop the production evaluation system, including an inventory control and statistical analysis of theprocess. It reduces 70% the production response time.• Part of the management team of the ERP implementation.

Responsible for the technical tests; modifying the essays to evaluate, and propose changes on the analysis structure. Develop all the technical report for each test, including the area’s monthly report.

Responsible for, the management of the operation of the program – Achieving resources for people displaced by violence – which includes management of physical and human resources; the design, implementation, monitoring and evaluation of the control and administrative system, logistical and operational monitoring and the management of national government funds.