ELR Business Advisor (11/2019 to date) Hotel Muaré (12/2021 to 5/2022) TULUM Coordinated Hotel Operations, Finance and Administration, Treasury, HR and IT, and Revenue management. Initial Hotel structure set up, establishing organizational policies and all departments procedures. Establishment of initial processes for OTA’s and revenue management. Establishment of MKT program . In charge of hotel positioning ERP implementation for all Hotel operation Board Advisor Polo House Club Process Mapping, organizational restructuring, strategic business consulting for different companies. Workload efficiency was achieved by 30%. 25% savings in operating costs, increasing profitability in 5%. Investment advice and project restructuring.Rumba Hospitality Jun. 2022 - Aug. 2023 Coordination of Reconciliation, Finance, Treasury, HHRR, Purchasing, Accounting departments • Implementation of Policies and Procedures • Capital raising • Annual budgets by business and corporate unit • Review and development of tax and legal strategies for the group • Organizational restructuring

Coordinated Hotel operation, Uh May Operations, Finance and Administration, Treasury, HHRR, IT, ceramic, fashion and glass workshops, and purchasing departments. •After 8 months of being closed, we reopened the hotel in October 2020, getting more revenue compared to 2019 even in F&B and room revenues.•Investment resources for both the hotel and the Uh May location were optimized.•Restructuring in both personnel, costs and expenses, making profits of 25% more than in 2019.•Establishment of the corporate restructuring, separating the different operations and lines of business.•Search for investors for the group's new projects and debt restructuring with different banking institutions and private funding companies•Establishment of policies and procedures throughout the company.•Development of new projects as ceramics, fashion and architecture firm.

Coordinated Sales, Operations, Finance and Administration, Treasury Operations, HR, IT, Warehouse and purchasing departments.• Achieved a12% savings in expenses and costs, from January to June; developing and implementing an investment budget and managing expenses of all areas of the company.• Managed to retain and grow the main customer of the company through the negotiation of new sales conditions and delivery times, accomplishing a US $3MM deal call centers in Mexico, El Salvador and the Dominican Republic.• Increased YOY company sales by 18% through obtaining a 6% additional discount with the main furniture supplier

Managed Sales, Operations, Administration and Finance, Treasury, Administration and Operations, HR, IT, General Services and Purchasing departments.• In charge of establishing the company in Mexico, managing the legal constitution of it, opening the office and direct hiring of staff, reaching 250 employees.• Developed new policies, operation processes and finance procedures; in compliance with international guidelines. Leading the company to become one of the Top 3 Offices at a global level.• Consolidated the implementation of 6,000 stores nationwide for the AT&T brand (conversion from local brands “Iusacell and Nextel” stores to AT&T), obtaining revenues of MXN $2.5 billion pesos in 18 months.• Manage to maintain a level of employee satisfaction in the climate surveys of more than 92% in 2015-2016 and 2017

Led finance and operational areas in Mexico: AP, AR, Treasury, HR, Accounting, Taxes, Technology and Process and procedures• Together with the General Management, I led the restructure of the company, in accordance with the new guidelines of the HQ in Paris, achieving the efficiency metrics in the operating processes and resulting in US$1.2MM savings for the company.• Led the certification process for the NMX 051, which was accomplished in a time record of 6 months (2013 and 2014), in order to be able to become a government approved vendor.• Improved company’s financial reporting process to both, Corporate in France and to the Board of Mexico, to allow timely decision making; by significantly optimizing financial reports and reducing monthly results delivery from 12 to 5 days.• Delivered 6% profit increase from year one (2012), through the analysis and restructure of general costs and expenses in the company.• In charge of renegotiating the office space lease (6,000 m2) obtaining 36% savings per square feet and incorporating a space remodel as part of the deal, in order to prevent direct investment and benefit from tax deductions within the term of the contract.

Led finance areas in Mexico: AP, AR, Treasury, HR, Accounting, Taxes, Technology and Audit• Led the re-structure of the Firm, implementing the new processes and procedures for the 21 pyramids of the partners and obtaining alignment of the entire firm.• Restructured the Administration and Finance Directorate, through the redistribution of functions, thus efficiently improving the operation.• Designed and implemented a new weekly and monthly financial reporting scheme, in order to increase efficiencies and facilitate the decision-making process for the Partners.• Achieved 16% savings in expenditure by establishing clear policies and spending limits for each of the areas of the office, which represented 20% cost savings for customers• Obtained ISO 9000:2008 certification in 6 months. This contributed to the Great Place to Work recognition for 3 years (2009, 2010, 2011)

Lead finance areas in Mexico: AP, AR, Treasury, HR, Accounting, Taxes, Technology and Audit. Reporting directly to HQ offices in Dallas, Texas. 320 employees• Reduced account receivables collection time through a personalized tracking program from 38 to 23 days.• Completed the implementation of the "CMIC" Software for its execution in all projects, establishing a very strict control on KPI’s and leading a very close collaboration with key team leaders in Mexico and the USA; resulting into an operational efficiency increase of 20% • Transformed the teams’ morale and created a positive and professional environment by strengthening and supporting my entire team.

•Started the process of institutionalization and transformation of the company, using the Balanced Score Card program as a main tool, holding each member accountable with established times and commitments. •Established and implemented the new office in Milan, Italy; during a 3 weeks period, including the development and implementation of new policies and processes for the Finance, Administration and Design departments

• Achieved 25% savings in costs through an organizational restructure (Image, Excelsior and Cadena 3), with the support of all department heads. • Turned around Excelsior finances within the first of year of the acquisition, helping lead an organizational restructure in collaboration with all Radio Directors, which resulted into the first profitable year of the newspaper after 8 years in red numbers.

•Participated in the Due Diligence process to purchase major Communications Network: Grupo Imagen, going through GEA’s Board of Directors for final approval and managing to close the deal in 2.5 •Proposed and implemented employees’ dining restaurants change, in order to leverage groups’ Camino Real Hotels facilities and be operated by them; resulting into a significant increase in people satisfaction and profits of 20%.

•Increased profit margins by 28%, by implementing a new corporate purchase strategy for all companies in the Group. •Generated savings of 12% in the total budget for the construction of all new restaurants of the Camino Real Polanco Hotel, through a strict control of the construction process and all associated estimates.

•Reduced costs by 18% on the Purchasing Departments of all hotels, through the restructuring of main functions. •Reduced, on average, 40% total operating equipment costs, through direct agreements and annual projections with local and international suppliers.

•Leading role in the research team of the Due Diligence process for the acquisition of Grupo Real Turismo. Derived from this process, packages 1 and 1A were awarded, which included a total of 16 hotels and a golf course, respectively.•Developed and implemented policies and procedures in the business lines of Farmacias Angeles, Estacionamientos Angeles and GEA.