Responsible for guiding and directing the execution of Chubb´s strategic investment portfolio of more than USD40M supported in the implementation of a governance process, ensuring that all approved projects are aligned with the company regional and global strategy. Lead and accompany the Technology and Operations teams in the delivery on time, budget and quality of all the company's projects and programs, guaranteeing the appropriate allocation of resources, efforts, and involvement of interested parties. Guidance of more than 20 project management offices around the region, seeking standardization on methodologies and way of working.

Implementation of the project management office governance, reporting and requirements definition standards across the Bupa Mexico business unit, introducing agile methodologies to the delivery of the company projects portfolio, driving the change of mindset towards delivering a minimum viable product and keep on improving without compromising the quality of work. Lead role in the Mexico transition plan from being part of BGLA (Bupa Global Latin America), to become one independent business unit, with an independent core system reporting to ELA (Europe and Latin America), duplicating the number of FTEs at Bupa Mexico and transitioning processes from the different core areas in less than 6 months. Portfolio management of the Bupa Mexico strategic programs pipeline, focused on driving the company to the accomplishment of the global strategic objectives including the design and implementation of the to-be processes and system adaptations required for launching new products with digital capabilities, facilitating customers interactions. M&A project management support when fusions and/or acquisitions are performed by the company. Definition and delivery of the new Bupa Mexico mobile application, and overall delivery of programs oriented to reduce the technical debt existing in the company.

Responsible for the planning and execution of the 2019 regulatory program of work for Latinamerica, providing the company Executive team with the right tools to track progress and prioritize all projects and initiatives with regulatory impact.Acted as the main point of contact for IT at Mexico, facilitating the communication between the country and the regional IT leadership.Implementation of electronic billing system in Panama and Mexico based on each country regulatory specifications.Implementation of anti money laundering (AML) system and controls to effectively identify alerts, evaluate risk and present the periodical reports as requested by local regulation at Mexico, Ecuador and Bolivia.Automation of international wire transfers procedures for all payments sent from Miami.

Administration of the retail lines of business projects portfolio, supporting management on the prioritization of initiatives based on the expected benefits from each project.Leader and key engager of all stakeholders during the requirements definition process and main role in the execution of every retail project. Ensuring that all developments are made within the forecasted time and budget and with the quality standards expected by the company.Permanent reporting to management and executive level on the portfolio health status.Handling of Zurich´s strategic projects with over USD$2M budget each, performing a key role on the achievement of the company main objectives. Definition, planning, execution and implementation of a financial/IT project intended to recover $1.8M USD in policy premium for the motor line of business. Implementation of CFDI 3.3 (latest electronic billing schema defined by the Mexican federal tax regulator) in 3 out of the 6 core systems in the company.

Lead of AIG´s in-house BPO strategy by managing LAC property casualty migration projects from the region to the company shared services centers, seeking to add value to the work performed beyond the cost reductions subsequent from each project. Director role and Migration Executive's main POC for migrations in the Bogota SSC, supporting regional program coordination with local, regional and global country and functional leadership, overseeing all migrations programs of work for Latin America and the Caribbean, supervising a team of 11 program managers, project managers and process analysts. Global project manager, supporting transformation projects for business from America, Asia and Europe. Delivered training at Bulgaria and United States shared services centers to PM colleagues on best practices for migration projects.Off-shoring of 500+ positions from LAC to the company owned captivate center in Bogota, making sure that all the infrastructure, software, hardware, training, SLAs and remaining business needs were in place before starting to operate. End run rate savings represented +USD$3.5 million. Manager of Colombia, Chile and Mexico migrations programs of work for transferring and setting up of the Contact Center, Underwriting, Policy Servicing, Claims, Distribution, Finance, Accounts Receivable and Procurement processes from the Bogota Shared Services to different receiving locations in Bogotá, Santiago, Mexico City, Monterrey, Polanco. Moving a total of 320 full time employees. Drove adoption of a process documentation software in the LAC Migration team and ultimately globally to over 100 users across all Shared Service Centers, reducing migration time and process documentation by approximately 40%. Additionally, this software has been shared with and adopted by other key strategic initiatives in AIG.

Project lead, accountable for project and process documentation, definition of “To be” processes and new hires training as part of the transitioning of functions within Latin America and the Caribbean (LAC) to the AIG Shared Services in Bogota to create efficiencies and ultimately improve the cost and quality of work performed. Achievements: Migration of the Accounts Receivable sub processes of Cash allocation, Cancellation and Disbursements from Panama, Guatemala and Puerto Rico into the LAC Shared Services at Bogotá. Development of the Early Warning Report, a tool designated to track, measure and integrate the more than 80 processes that were being handled by the AIG shared services center on 2014.Creation of the document and metrics tracker and the ramp up/down reporting templates. Both of them part of AIG`s Global Shared Service Delivery model and currently used on all process migrations worldwide.

Ensure that the final costumers receive their acquired policy accordingly to the established quality and turn around time. Achievements: Development of a standard operational procedures manual in order to minimize possible errors during the A&H policy emission process and decreasing the total turn around times.

Responsible of the “Yo Soy” Measurement of effectiveness project. A statistical project designed to breakdown and analyze a joint effort of the US Army mission in Colombia, the Colombian defense department and the Leonie Group to deliver a message to vulnerable kids all over the country.Achievements: Design of the market research winner project on the bidding organized by the U.S. Embassy and the Colombian Ministry of Defense in order to measure the impact of the “Yo Soy” project.

Business management trainee. Staff management, customer service, inventory control, supplies requisition, operational supervision. Daily issue resolution with clients or between clients and employees, or employees-employees. Responsible for over 15 employees from different nationalities.Training on leadership, American law, staff management and appropriate communication skills, handled by the Six Flags University.Achievements: Translation from English to Spanish of the web based training for new hiring’s.

Identification and development of improvement projects for all company areas. Market research analysis on new products opportunitiesAchievements: Improvement of finance department efficiency indicators by 15% by designing and creating standard operational procedure manuals for the area.Development of institutional audiovisual material for customers, business partners and new hires.Improvement of the working environment indicator by 12%, by implementing a labor climate improvement project.

Customer service, food preparation, daily restaurant opening and closing, inventory control, supplies requisition, staff supervision and training. Achievements: Training in English and French of new hiring’s coming from the US, Canada, Colombia and Ecuador.