Shaping the new vision for the center in Costa Rica from a transactional Shared Services to an organization that drives business value and provides exceptional customer service.Transforming the organizational culture to achieve superior resultsDeveloping organizational capabilities in customer service, continuous improvement, change management, control & compliance, migration methodology.Introducing customer engagement process: SLAs, OLAs, surveys, performance and partnership meetings.Implementing and improving process and service level key performance metricsInspire teams to work without the need of supervision using creativity to optimize processes and exceed customers expectations by providing business solutions.Transforming our team leaders to inspire, guide and develop their team members to provide innovative solutions for our customers.

With brands like Kleenex, Scott, Huggies, Pull-Ups, Kotex, Poise and Depend, Kimberly-Clark holds the No. 1 or No. 2 brand share in more than 80 countries. Shaping the new vision for the center in Costa Rica from a transactional and regional Shared Services to a Global Business Service that drives business value and provides exceptional customer service.Shaping the new vision for the center in Costa Rica from a transactional and regional Shared Services to a Global Business Service that drives business value and provides exceptional customer service.Transforming the organizational culture to achieve superior resultsDeveloping organizational capabilities in customer service, continuous improvement, change management, control & compliance, migration methodology.Introducing customer engagement process: SLAs, OLAs, surveys, performance and partnership meetings.Implementing and improving process and service level key performance metricsInspire teams to work without the need of supervision using creativity to optimize processes and exceed customers expectations by providing business solutions.Expanding the center by migrating all financial services activities from countries with and end to end process ownership philosophy. The center grew from 160 to 260 FTEs driving a net savings for the Kimberly Clark LAO business of over $2 million.Leading the transformation of the center by redesigning and standardizing all processes. Driving automation by introducing best in class tools in T&E, AP and Treasury.

With sales over $1,200 million and profits exceeding $220 million for the five countries that make up the Andean Region my responsabilities as a member of the Andino Management Board entails the design and the excellent execution of winning strategies that ensure sustainable exceptional business results.Responsible for reporting the past, projecting the future, driving cost and process efficiencies, treasury, taxation and risk management.Ensure that the regional team is focused on benchmarking and exploitation of synergies, while the country teams are focused on the consumer and meeting the business targets.

As Head of Finance and board member of the management team in charge of the nine subsidiaries in Caribbean and Central America, main responsibilities encompassed contributing to the development and realization of integrated business strategies and plans which provide for sustained growth in market share and profitability.

British American Tobacco is the world's second largest quoted tobacco group with brands sold in more than 180 countries. As Head of Finance and a board member of the five main subsidiaries in Caribbean and Central America, main responsibilities encompassed contributing to the development and realization of integrated business strategies and plans which provide for sustained growth in market share and profitability. Accomplishments:-Growth of market share and operating profit from 57% to 60% and from US$93MM to US$150MM respectively, business targets exceeded every year for the last four years.-Participated in the design and implementation of a business model for the integrated cluster which reduced complexity and improved speed to market.-Led the design and implementation of a Shared Service Unit to provide centralized services of highly transactional processes to end markets and factories at a lower cost and improved quality.-Involved in the creation and restructure of legal entities and in the disinvestment of non-core businesses resulting in significant fiscal efficiencies and the repatriation of blocked funds to the center.