Responsible for leading and coaching a team of Senior Strategic Advisors who partner with C-Level Leaders and their executive teams in Mexico and Hispanic America, providing advice and guidance on all aspects of their Digital Transformation Strategies that are bolstered by technology. Achieving an 87% retention and 20% growth in the region.Gartner, Inc. (NYSE: IT) is the world’s leading research and advisory company. We help business leaders across all major functions in every industry and enterprise size with the objective insights they need to make the right decisions.Our comprehensive suite of services delivers strategic advice and proven best practices to help clients succeed in their mission-critical priorities. Gartner is headquartered in Stamford, Connecticut, USA, and has more than 13,000 associates serving clients in 11,000 enterprises in 100 countries.

Consulting services for operational excellence through governance, talent development, program & project management and the implementation of processes and procedures applying LEAN principles in IT for an ITIL-based program conceived to provide the best IT Service Management (ITSM) Capabilities.

Responsible Information Technology Services, Business Processes Integration, customer experience and spending for Constellation Brands Beer Operations, a multi-billion business acquired in July 2013 from Anheuser–Busch InBev, including one of the most advanced breweries in the world, located in Piedras Negras Mexico, producing all Grupo Modelo beer brands for the North American Market.• Completed the Brewery and Glass Plant transition from AB InBev to Constellation Brands including SAP carve-outs and non-SAP applications transition (Payroll, T&A, 5S QC); and systems and processes using in-house and SaaS models (Workday, Dayforce, Concur, Bnext) supporting “Financial Share Services” within Mexico in less than 18 months.

Consulting for key Oil and Gas customers in SAP-enabled transformation initiatives, manufacturing execution systems, product lifecycle management (PLM) and IT organizational development.

Responsible for Information Technology services and support for Bar-S Foods, a national value brand producer of processed meat products marketed throughout the United States with a total revenue of $1 billion and 3500 employees. • Re-engineered the IT organization creating the bylaws, establishing governance and a PMO process. Built the IT foundation and developed strategic IT roadmaps supporting the challenging business priorities driven by the merger of two different business cultures and the aggressive growth in NA markets. This initiative identified critical operations risks, duplication of efforts and unnecessary cost; which supported the optimization of the current operations and the transition to an IaaS model and the new SAP/Hana implementation• Led the definition, business plan analysis and implementation of SAP V6 across the company, including a new warehousing system. This included an innovative strategy with the upfront implementation of SAP/Hana, an in-memory database, allowing the integration of transactional data from legacy applications (JDE, FPS, and local developments) into Hana, facilitating the transition to SAP and the integration with Sigma.

Responsible for the IT strategic direction, implementation and support for the following groups: Marketing & Sales, Engineering & PD, Supply Chain, Field Operations and Reservoir Development Services. Managed a staff of nine direct report executives and 150 professionals with a budget responsibility of $60.0 million.• Implemented operational and key programs which included: BI and marketing tools in a SaaS model (Salesforce); a new Baker Hughes web presence, a common product development PMO process and tools; and SAP launch and operation support processes in over 40 countries. • Re-engineered the IT Group developing a new, high-performance global team capable of working with all levels of the organization throughout the company, by creating the bylaws, establishing global governance and a program management process. This new structure achieved a reduction of over 50% of staff and $11.0 million in annual staff costs. • Implemented operational processes and procedures applying LEAN principles in IT for a global ITIL based program to provide the best IT Service Management (ITSM) Capabilities at all company locations. By identifying unnecessary costs, and duplication of efforts, we reallocated $30 million into new business priorities.

Responsible for IT sustain and contract management of the Global Product Development Business systems and applications. Managed a budget of $80 million and directed a staff of up to 300 in an outsource model.• Achieved a 99.99% uptime on all engineering business systems operations globally while reducing cost by 5 million.

Responsible for all aspects related to information technology for the GM Mexico region. These operations had 15,000 employees including 900 engineers, and a strong manufacturing footprint of 9 plants in over 5 sites across the country, sales and marketing, spare parts operations and support functions. Revenue generation approached $13 billion, with an individual budget of $60 million, and a direct report staff of seven executives plus 400 GM and contract employees.• Implemented IT strategies supporting the regional commercial revitalization which contributed to the growth of GM’s Mexico revenue and market share and helped maintain for ten years GM’s first place standing in the Mexican market.• Led the implementation of SAP for Spare Parts Operations (SPO), including a new warehousing system, supporting the spare parts rapid business growth in Mexico, the Caribbean and Central America.• Implemented IT infrastructure and systems for the construction, startup and operation` of a $200 million green field site which included an assembly, engine and transmission manufacturing facilities.• Developed a highly effective team with 5 strategic vendors and GM employees that leveraged the knowledge and ex-pertise of the members who collaborated regardless of the organization relationship.

Responsible for Information Technology Infrastructure planning, deployment and operational management for the company's Business Groups (H.R., Finance and Sales & Marketing). Managed a budget of $40 million, a direct staff of five executives and 50 professional staff. • Increased customer satisfaction by 10 points through service availability, quick turnaround of resolving problems, and accurate technology planning. Achieved aggressive cost reduction targets of 35% through vendor negotiations and consumption management.

Led the central lean manufacturing group providing strategic direction, training and coaching to division staff organizations and over 40 manufacturing plants worldwide.• Institutionalized Visteon lean manufacturing strategy creating strong buy in and drive by the top executives of the company. Initiated the “THINK LEAN” philosophy into the Visteon lean strategy. This strategy allowed Visteon to compete in new markets outside Ford, which was critical for the spinout, by achieving higher quality, improving delivery performance and lowering cost 5 – 10 percent through efficiencies.

Responsible for the development, implementation and support of corporate engineering and plant applications globally.• Developed and implemented the Y2K strategy for all Visteon plants worldwide. Implemented a modified version of the Ford Production System IT applications suite, enabling the new Visteon business model. These applications became the cornerstone of the Visteon production system.• Implemented CAD/CAM processes and tools that enabled Visteon to operate with the different design groups outside of Ford Motor