Responsible Financial and Operational performance of for the site in Matamoros that involved 5 facilities focused on Fabrication (Molding, Machining and Stamping) for electrical and electromechanical controls dedicated to the Appliance, Commercial and Trasnsportation industry including EV and ICE. Responsible for the growth and maximization of the installed capacity and process improvements reduction of labor content.

Responsible for the financial and operational performance of multisite complex that includes the Manufacturing Facility in Matamoros Mex. The assembly and Molding operation in Brownsville TX and Manufacturing and distribution of the sites in Brazil and Argentina. Business focused on windshield wipers systems delivered to OEM and Aftermarket Customers with high level of vertical integration supported by constant revaluation of cost as well as insourcing via Make vs Buy comparisons.

Promoted to VP of Operations Mexico after successful start up for the fabrication facility and tasked to support more migrations of businesses (products and processes) including organic financing of the projects and

Responsible for the business plan and site selection, relocation of equipment/process and start up of the Operation in San Luis Potosí. This includes hiring of talent and development as well as sources and use from a financial prespective. Responsible for then on-going profitability of the site and legal aspects of the start up and ongoing matters.

Plant Manager - Jackson Matamoros – EDSCHA. Matamoros Mx. 1995 to 2010 Door hinges, Hood and Trunk Hinges, Door Checks, Seat Tracks supports, Stamping, Spare tire Carriers, Parking brakes.Edscha was the world leading Tier 1 Supplier of Hinge systems for vehicles and convertible tops. Customers were Ford, GM, Chrysler, Honda, Nissan, CRH as well inter company sales. Edscha acquires 2 facilities from Jackson Automotive Group (JAG) in 2000. Prior the facility was owned by Peregrine Inc (since 1999), Specialty Stampings (!996) and ITT Automotive® (1989). The roles played were Project Engineer (1995-96), Quality Manager (1996-99), Operations Manager (1999-01) then promoted to Plant Manager in 2001 at the age of 27 years managing a $30M Company. Matamoros Facility within the 26 worldwide companies stood out for its 10 Day cycle time (26 inventory turns) supported by JIT, Kanban, pull system, MOQ’s, SMED, VMI. Outstanding Quality levels with DPPM’s <10 thru Layer quality controls analyzed Dynamic control Plans, PokaYoke approach and intensive training +100hr/Yr. Higher revenue per employee perfect delivery and disciplined staff. Overtime decentralized functions were assigned in regional or logical way taking responsibility for the custom duties, and distribution center in Brownsville Tx, purchasing commodities as steel, stampings, Sintered, cold headed and Electronics for the America region that involved 5 Manufacturing sites (3 in Mexico, 1 USA, 1 Canada).