Strategic Initiatives & Integration SpecialistLeading and implementing a diverse range of strategic initiatives to support and drive the corporate strategy of our group. My role involves a robust involvement in the orchestration and execution of projects, ensuring they align seamlessly with our overarching business objectives and contribute meaningfully to our growth trajectory.Current Project Highlights:Integration Strategy for New Business Diversification: I am currently at the helm of a pivotal project focused on strategically integrating a new business, aiming to diversify and enrich our group's portfolio. This involves a meticulous evaluation of potential synergies, risk assessment, and the development of a comprehensive roadmap to ensure a smooth and value-driven integration process.Strategic Initiatives in Healthcare Staffing: Alongside, I am spearheading initiatives in our newly acquired healthcare staffing venture, specifically focusing on the deployment of nurses. My role encompasses the development and implementation of strategic plans, quality assurance, and fostering partnerships to elevate our service delivery and establish a strong foothold in the market.

Proposals & execution of projects about: market analysis, business transformation & specialized metodologies to execute strategies (balanced scored card).

In charge of the follow-up of strategic projects from the Finance VP:-Strategy Map for Finance VP (BSC) & execution and follow-up of the projects (PMO)-M&As tracking & document administration (Datasite.com)-Internal Control framework & mapping of Finance Processes-Governance & IPO capacities development-Executive PPTs for the Management & special requests.

-Implementation of the CLIP Balanced ScoreCard-Design of Key Performance Indicators to Measure CLIP's Strategy-Monitoring of Key Initiatives for the Execution of CLIP's Strategy

-Coordinate the planning and execution process of the Strategy using the BSC (Balanced Scorecard) methodology.-Establishment and monitoring of Objective Maps, Indicators, Targets, and a Portfolio of Initiatives of the CNH.-Alignment of the CNH Strategy with the Administrative Units.-Lead the effort of mapping and formalizing processes of the CNH.-Conducting 'Off-site' Strategy follow-up sessions (RAEs) with the CNH Executive Team.

I reported to the Director of Strategic and Financial Planning. As my primary responsibility, I was in charge of updating, monitoring, and controlling the Strategy of Grupo ICA, as well as aligning and monitoring the Strategies of the Business and Support Units, all in accordance with the Balanced Scorecard (BSC) methodology. More recently, I have integrated corporate Financial Planning activities into my responsibilities. On the Strategy side, my main achievements are:-Updating the Grupo ICA Strategy, resulting from recent organizational change.-Aligning the Business and Support Units (Strategic Map, KPIs, Goals, Initiatives, and Monitoring).-Leading the Strategic Planning Committee, where new business opportunities for the Group are presented.-Executive reports on the execution of the Strategy to Senior Management.-Designing and implementing a Strategy communication campaign.On the Financial Planning side:-Initiative to improve the Group's budgeting process.-Financial projection model for Grupo ICA and Business Units for 5 years.-Calculation and reporting of main financial indicators for the Group and Business Units.

In my role as Coordinator, I led the following activities:-Design of the strategic and financial planning process for Grupo ICA, in accordance with the BSC (Balanced Scorecard) Methodology.-Documentation of KPIs and definition of goals to measure the Objectives of the corporate Map.-Implementation of operational meetings and analysis of ICA's Strategy.-Deployment of ICA's Strategy in one Business Unit and one Support Unit.-Implementation of a system for reporting and managing the Strategy (Executive Strategy Management).-Design and application of the Survey of an Organization Focused on Strategy.

As the Deputy Director of Strategic Planning, I reported directly to the Deputy General Director of Strategic Planning and was responsible for the management of the corporate strategy and the deployment of the strategy to the business and support units, using the 'Balanced ScoreCard' methodology.- Management of the corporate strategy, through monthly monitoring of its indicators and strategic initiatives- Management of 10 strategic maps (evaluation, meetings, and reports)- Updating of the corporate strategy and some support units, through analysis meetings with the leaders of each area- Received the 'Hall of Fame' recognition awarded by Palladium Group, as a company of best practice in the management of its strategy.

As the Deputy Director of Market Supervision, I reported directly to the Deputy General Director of Market Supervision and was responsible for overseeing the daily operations of Mexican securities brokerage; ensuring at all times compliance with current legislation.-I led an investigation into privileged information in the telecommunications market, successfully demonstrating the infringement (transactions valued at over 20 million dollars).-Closed 10 investigations for manipulation and simulation of operations.-I led inspection visits to securities issuers to secure information for investigations on suspected infringements of the Securities Market Law.-Interviewed stockbrokers suspected of behaviors that violated the Securities Market Law.

I reported to a Partner of Strategy and Operations and was responsible for the design and implementation of projects aimed at Strategic Planning, execution of a PMO (Project Management Office), and development of business proposals.