www.scotwork.co - www.scotwork.mxScotwork is the world authority on negotiation skills development.
Since 1975, we have led the field with our ground-breaking methods, helping transform the performance of novice and veteran alike. 
We teach people how to become fearless negotiators. Creative and agile. Able to find a viable solution despite the odds. Empowered to craft great deals for today, while strengthening their long-term business relationships.300,000 experienced negotiators have participated in Scotwork Negotiation Skills Development courses from diverse cultures, businesses and job functions.
We observe their negotiations to identify the skills that produce powerful results. That is 1,000,000 hours of negotiating experiments to define effective negotiating practice.
This ongoing process gives our clients practical skills, which can be deployed immediately and demonstrate measurable ROI.
We work with you to implement processes, procedures and practices to embed negotiating at the heart of your business.
Through consulting projects we re-energise teams, foster a positive mind-set and provide new tools to handle the challenges of the current economic climate. Scotwork can help you transform your business.

Training in Change and Innovation skills.

Asesoro empresas para transformación de cultura centrada en la experiencia de sus clientes.

Leadership of all Change Management activities for the SAP ERP Implementation: • Knowledge Management: Training and Documentation• Internal and external communication• Management of 9 Product Owners on issues related to the system and 3 documentation analysts.

Finalize the management of the efficiency improvement plans with accumulated savings of approx. € 10 million and carry out management of the following projects.• Improvement the Electricaribe new clients connection process with the aim of reducing the time to attract new customers. Accompaniment of the same process for Panama.• Developing of a new knowledge management model for Customer Service (Reading, Billing and Collection)• Developing of the Brazil Risk Matrix for the Customer Service process.• Diagnosis and definition of an action plan to improve the Electricaribe Writing Center.• Diagnosis and definition of an action plan to improve the Gas Natural Mexico Reconnection process.• Diagnosis and definition of an action plan to improve the LATAM Call Center.• Diagnosis, definition and implementation of automation of the model for the calculation of Electricaribe losses.• Maintenance and updating of contingency plans for the Shared Services Center.• Management of the incident model (operational and non-operational) of the Shared Services Center.

Carry out the management of improvement and efficiency plans during the implementation of the Shared Services Center with accumulated savings of € 45MM Approx. Between 2012 and 2014. In addition, the following projects were managed.• Improvement of the Electricaribe Collection Process, seeking alternatives to improve the reconciliation and collection processes. The project included the development of a workload model for collection personnel in all Electricaribe commercial offices and in its central team.• Standardization of Service Level Agreements for the client countries of the Shared Services Center: Brazil, Mexico, Colombia (Gas and Electricity business) and Panama. Work was done on the processes of Customer Service, Customer Service, Gas Distribution and Electricity Distribution.

Realizar la gestión de los planes de mejora y eficiencia durante la fusión entre los grupos Gas Natural y Unión Fenosa en LATAM con ahorros aproximados de 70MM€ entre 2009 y 2012.• Coordinación metodológica para el reporte por parte de 10 personas en Brasil, México, Argentina, Panamá y Colombia, tanto en los mercados eléctrico como de gas natural.• Realización de levantamiento de información previo a la implantación del Centro de Servicios Compartidos de Distribución Eléctrica en Barranquilla que prestaría servicios a Panamá y a Electricaribe.• Estancia formativa en España de enero a mayo de 2009.• Coordinación del proyecto de mejora de procesos de las Revisiones Técnicas Reglamentarias de los clientes de Gas Natural. El volumen de operaciones que debía ser controlado era aprox. de 600,000 al año y se generó un ahorro de 0,8MM€.

Perform budget control of the natural gas commercial operation in terms of connection construction, payment of audits and customer acquisition.

Control and Management of the Backoffice of commercial operations and the Sales Call Center.• Implementation of various functionalities of the Commercial system supporting the commercial operation.• Stabilization of the massive financing payment process (approximate payments of 150 million dollars during three years) and the documentation process (Approximate handling of 2 million documents).• Development of personnel who successfully passed to other areas of the organization.

• Development of the pilot test to improve the business cycle based on the work of the consulting firm Booz Allen & Hamilton.• Implementation of the new business model, including the implementation of the customer acquisition call center and the back office, reducing the connection term from 100 days to about 60 days with the consulting firm Booz Allen Hamilton.

• Transfer of the BBVA inhouse call center to outsourced in Atento.• Mapping of IVR BBVA to automate operation in Atento.

• Training of internal quality auditors, within the Iso - 9000 seal maintenance program.• Design and implementation of the Monitoring system for all service agents.• Monitoring of customer satisfaction through surveys and preparation of quality plans, specifically with Heath Lamberth, Whirpool, Technion, ARP Colmena, Colmena Salud, Banco Santander, Coca Cola Home Service, McDonalds, among others.

• Dimension the structure and growth of the business support areas (Economic-Financial, Legal, Planning, External Relations and Internal Control). • Definition of a new process and commercial structure in the Organizational improvement project with the consulting firm Walter Wallace.• Implementation of the customer acquisition business model, allowing control of customer acquisition and facilitating the achievement in 2000 of 110% of the customer acquisition target (110,000 customer acquisition).• Study of competitiveness of propane gas vs. natural gas in Bogotá.

Control of the organic restructuring process of the company• Assembly of 4 Pools of Secretaries.• Determination of needs for staff structure and monitoring of their implementation in the areas of Mold Design; Raw Materials; Logistics and Packaging; reprocesses; Payment; Finished Product and General Warehouse.• Optimization of transportation routes for employees.• Improvement of the process of purchasing and receiving glass for recycling.

1 year of experience in the Department of Organization and Methods, 6 months as a student in practice and 6 months as a professional.