PMO advisory in a technologic implementation program for BHP.

Responsible for analyzing and implementing process improvements within the Sea Logistics business in the South and Central America region (18 countries). Project Management Office (PMO) for strategic initiatives of the business unit, providing visibility to the regional management and corporate team. Reports to the Regional Sea Logistics Systems and Process Manager.- I led the implementation of the new operating model (Sales, Customer Service, Operations) for the business unit, along with a multidisciplinary team across 7 countries. We successfully implemented the model within the defined timeline and scope, making our region the only one in the company to do so.- I established a continuous improvement methodology based on Lean principles, incorporating routines, management dashboards, and indicators to support operational processes. This led to significant improvements in the business unit's KPIs, elevating the region's global ranking from 4th to 2nd place and reducing customer attrition risks.- I standardized critical regional operational processes to enhance the customer experience, working in coordination with teams in Asia, America, and Europe. This effort resulted in annual cost savings of over $250,000 (a reduction of 45%) in shared service costs.- From scratch, I developed our area's communication plan, promoting the team's achievements within the organization. I enhanced the positioning of our department and strengthened the team's capabilities through a co-creative approach to the plan.

Responsible for managing Customer Relationship Management (CRM) system projects. Reports to the Systems Manager and leads a team of 2 software engineers.- I implemented new management systems for high-net-worth customer loyalty and sales force management, involving over 400 users. This resulted in reduced customer attrition risks.- I implemented dashboards and indicators to track the sales pipeline for the sales department, replacing tasks previously performed in shared Excel spreadsheets.

Process ManagerResponsible for managing strategic projects involving process redesign and continuous improvement for the shipping agency business. Reports to the Process Area Manager.- I conducted the analysis, definition, and subsequent implementation of the standardized regional commercial and back-office process model across 8 countries. This initiative generated efficiencies within the local structures.IT Project ManagerResponsible for implementing technological solutions by seeking out vendors, evaluating business cases, and managing project execution. Reports to the Project Area Manager.- I implemented systems for the Innovation and New Business, Collections, and Sales departments. This enabled the company to have robust solutions, develop new lines of business, and incorporate best-in-class practices.

Process, Technology and Compliance ManagerResponsible for leading and executing projects within the business unit. Compliance Officer. Reports to the Operations Manager and leads a team of 3 analysts.- I improved the customer service process, increasing service standard compliance from 85% to 96% and reducing cycle times by 40% to mitigate customer attrition risks.Project Engineer- I tracked and executed the business model plan, which involved redesigning sales processes, product offerings, and interaction with sales channels. This initiative resulted in an annual profit growth of 30%.