Reporting to Commercial Director and Country Manager. Leading Pre-sales team. Responsible for design and architecture of technical solutions and customer proposals for all Business units at Ricoh: IT Services (Cloud solutions, Data Center solutions, DaaS, Managed Services, etc), Audiovisual (Collaboration rooms, executive meeting rooms, auditoriums, automation, etc), Process Automation (End to End, Operations, Managing, etc), Printing/Scanning Office and Graphic Solutions. Accountable of Mexico’s sales quota by $40MUSD. Accountable of presales team transformation to improve commercial skills and opportunities commercial closure. Accountable of customers’ Digital Transformation process adoption and transformation initiatives implementation. Business development and strategy definition.• Redefined pre-sales & sales processes to make efficient commercial operations and speedup value propositions delivery• Pre-sales KPIs & OKRs definition and implementation

Reporting to LATAM Sales Director. Responsible for the pre-sales engineering team for Mexico and LATAM strategic accounts with presence in Mexico. Leading the design of customer solutions.- Increased pre-sales conversion rate by 31%.- Modified pre-sales processes and liaison with sales achieving sales increase for 16% in Mexico

Reporting to the General Manager. Responsible for sales of business consulting services. Leader of pre-sales, solution design and project sales. Project portfolio management. Definition and implementation of business strategies.- Consulted companies to define KPIs and SLAs to monitor their operations and achieve targets. Average increase: 28%- Designed digital transformation strategies for companies in different sectors helping them to respond quickly to the digital demand generated in the pandemic. Sales increased (average): 33%- Increased the NABU’s customer portfolio by 30% in the first year.

Reporting to the VP of Operations. Responsible for the telecom network operations support team. Defining strategies for the vice-presidency. Responsible for the design and execution of contingency plans for fortuitous events (natural events, vandalism, and other risk factors for the operation of the AT&T network). Planning and management of CAPEX and OPEX budget (+$195M USD). Responsible for Vendor and Contract Management teams. - Designed, managed, and implemented the governance model for the operation and maintenance program. (operations vendors). Monitoring accuracy improvement: 37%- Definition of KPIs and SLAs for multiple operations vendors. Monitoring accuracy improvement: 24%- Network Availability achieved on 99.989%

Consulting at senior executive levels. Responsible for the commercial relationship and implementation of projects with strategic clients such as AT&T, Axtel, Alestra and Accenture. Execution of Customer Management, Project Management, Implementations and Customer Satisfaction/Success roles. Management of commercial activities and responsible for business development.-Design of CIOs strategies and definition of technological and operational road maps. - Reduction of Call Center operation times by 48% and increased annual tele sales on 13%- Reduced maintenance costs of customers technological platforms by 39%.

Reporting to the CTO. Alignment of IT strategies and business strategies. Responsible for IT budget management. Prioritization of business projects to maximize effectiveness and achieve maximum benefit while optimizing costs. Conducting business process analysis and mapping to IT processes. Optimization of resources and platforms.- Defined and implementation of the technology project prioritization process.- Eliminated duplicities in technological solutions by 80%.- Implementation of the Release Management process, reducing risks and impacts on business operations by 87%

Reporting to NII Holdings (Global Organization at Reston, VA) based in Mexico.Reporting to the VP of IT Solutions and Architecture. Responsible for the review and approval of IT budgets and projects for all NII organizations in LATAM. Alignment of technology solutions with the objectives of the business areas of each country and global objectives. Standardization of technological solutions implemented and planned in LATAM.- Negotiated corporate contracts, reducing annual maintenance costs by 27%.- Reduced operating costs by 19%, optimizing resources and sharing IT solutions between countries. - Defined and implemented global processes for reviewing initiatives, approving the annual IT budget in LATAM and alignment with business goals. The strategies alignment rate increased at first year by 72%.

Reporting to CTO. Accountable for a USD$46M budget for BSS/OSS/Billing Implementation and Conversion. Responsible for all business areas and operation conversion. Headed business process re-engineering and business readiness efforts, led internal/external communications, constructed business plans, defined, and executed cross-country training plans, wrote data retention plan and standard for future operations. Directed data cleansing program and applications and legacy systems integration. t Executed billing conversion plan with no deviation on budget & time.- Redefined and redesigned 60% of the Business Processes- Automated business processes- BAU Operation recovery within four days after cutover.

Systems architecture standards definitionEnterprise architecture plan developmentSoftware Quality Assurance department definition & managementNew technologies research to be implementedNew platforms & technologies implementation selection & approval

Applications SupportIT Projects ManagementCorporate reporting definition & implementationProcesses automationIT Consultancy to Business Areas