Developing Business Opportunities -Responsible to give business consultancy in some core areas of the management such as portfolio evolution, financing, innovation and geographical expansion among others.

Help companies and its senior management teams to to review, revise and restructure a company's operation and product offerings. In this journey, my efforts are more focused in innovation, go to market, financial indicators and structure and technology evolution.

Support Industrial Companies to get the state of the art in Project engineering consulting

Head of GE Latin America, leading Energy, Transportation, Aviation, Healthcare and Oil&Gas Businesses with US$ 9 Bn revenue. Created a new proposal for G2M within the energy area, in order to generate synergies and optimization. Responsible to execute an organizational downsize respecting the global guidelines following GE global Plan of re-organization. After evaluating cost environment ,org design and areas of investment, a re-alignment was defined, combining functions, with a leaner org structure with a selective core areas of investment.

Supporting strategic activities in order to reinforce the Chamber's purpose and the mission

Responsible for Global Services Operation leading growth initiatives to improve revenue and profitability based on contract capture rate and on demand activities. Able to introduce a digital platform concept in order to convert part of the off line demand to digital as well as introducing SaaS business model. I was also able to integrate commercial and svc product management to equipment structure with objective toimproving connections, absorbing synergies under same goals and indicators. Led a project of data lake, connecting different softwares and data banks among the regions defining indicators with same concept.

Leading GEHC operation in Latin America, responsible for full P&L. Conversion of G2M from an indirect org structure to much more direct operation. - Phase out negotiation with big dealers generated a hiring of more than 1000 people among commercial, engineer and administrator professionals. At same time, it was introduced a guidebook in how to treat small dealers and distributors, respecting very strict compliance rules ( know your distributors process led by Ernest&Young) . - Introduced management quality system, defining rules and procedures by function, Key indicators, customer complain analysis and actions to fulfill the gaps. - Revise commercial indicators for variable compensation, including pipeline generation, sales conversion, margin and collections . - Working capital were well focused at this period, improving dramatically turns of inventories-IDS (2months) and collections-DSO ( 45 days) achieving outstanding low level.- Acquisition of two companies in X-ray and monitoring solutions- Investment in R&D in partnership with high recognized medical institutions in Brazil and Argentina.- Convert distribution model to direct operation in Argentina, Colombia and Mexico . - Rejuvenate services operation by improving logistics ( reverse logistics as well), engineers training and digitizing process building a much more contemporary digital process.Total operation reached close to US$ 1 bn/year, market leader with 35% of market share in 2017.

Leading Commercial and Product Management areas , reporting to the CEO.

Leading Philips Healthcare operation in Latin America, heading full P&L.- Reached 30 % of market share in 2009 , being marker leader in several segments - Developed a holistic healthcare plan in 2007 based on patient centric model, and as a consequence, company bough 4 local companies, started a local assembling operation and invested in more direct operation.- Company has reached US$ 600 Mi in 2009

Leading International commercial operation