- Project Development- Energy Market Analysis- Contractual Relations- Project Financing- Technical Valuations

Founder of Greenflash S.A., a consulting boutique focused on maximizing the value of client organizations, developing an integrating vision within the commercial, operational, financial, legal/regulatory, and process and human resource management areas in national and international business. The business orientation is focused on consulting services to governments, institutions, and corporations in the energy and technological innovation areas. During its first year of existence, Greenflash S.A. has provided service to the following companies: AES Gener S.A., BHP Billiton, Minera Contractual El Abra, and Minera Collahuasi, for more than CLP$140 million.

From September, responsible for all company operations in Chile under the general direction of PazChile, leads a multidisciplinary team in charge of the following areas: Sales, Operations, Marketing, Customer Service, Studies, Architecture, Innovation and logistics, rental business, address of all real estate projects, property management companies, relationships with partners, financial management, etc ...companies, relations with partners, financial management, etc ...

Pazcorp S.A is one of the most important companies in the Chilean real estate market. Since the end of 2006, it has undergone a number of transformations; first, the company’s initial listing on the Santiago Stock Exchange; then, its capital increase and the international financial crisis; and finally, the entry of Prudential investment fund. At the end of 2009, a strategy was defined for a new phase in the company. One of the strategic pillars was the incorporation of a professional administration of excellence contributing experience and proven practices from premium Chilean corporations.At the beginning of 2010, I undertook the corporate commercial management of the company, being in charge of the Marketing, Sales, Operations, Customer Service, and Research Divisions. I am also the company’s legal representative as well as a member of the PazRent board of directors and the company’s Executive Committee. One of the main objectives for the position is redefining the commercial strategy in Chile through an integral solution focused on the customer life cycle and service and product experience and expanding the business throughout Latin America (Peru, Brazil, and Colombia), taking advantage of the experience gained in Chile.In spite of the earthquake occurring in February 2010 and its effects from March to May of 2010, I led a sales increase strategy through which the year was ended with record sales of more than US$160 million. Likewise, I am leading an extensive program focused on relations with our main stakeholders and a strategic plan for developing the company’s trademark and positioning as well as modifying product attributes and client experience through deep knowledge of our clients, their objectives and expectations, our products, and the products of the competition. Finally, I am part of the specific Executive Committee leading the survey of all the processes in the company and implementing the SAP ERP during 2011.

Independent director holding the position of President. Plaza Casino S.A. was a closed corporation with two shareholders each having a 50-percent share in the company: Enjoy Holding and Dreams Holding. The main objectives for the position were to contribute business management expertise to improve the company’s performance and ensure compliance with Corporations Law No 18,046, namely concerning operations among related companies.At the end of 2010, one of the most challenging proposed goals was met. At that time, the stock trading process between both shareholders took place, with which the Dreams Holding became the owner of 100% of Plaza Casino S.A’s stock.

Director for different companies: Metrogas S.A., Gasnor S.A., Gasmarket S.A., Gascart S.A., Gasco Argentina S.A., Innergy Holding S.A., Innergy Soluciones Energéticas S.A., Gasoducto del Pacífico Chile S.A., Gasoducto del Pacífico Argentina S.A., Gassur S.A., Campanario Generación S.A., Gasco Magallanes S.A., Gazel S.A., Inversiones Atlántico S.A., and Asociación de Gas Natural. As corporate manager, my responsibilities included value creation for the holding by developing new businesses and incorporating best work practices among the companies in the group. As director, my responsibilities included overseeing the management of every company with care, diligence, and discretion.• I evaluated, proposed, and closed the purchase terms for one of the companies with the highest market share in the Colombian LNG Industry, taking into account Gasco’s long- and medium-term goals as well as the owner’s interests.• I achieved the TERPEL approval to GAZEL’s business plan startup, starting the construction of the first 5 GNC service stations in Santiago, Chile.• I actively participated in the arrival of buses to GNC in Punta Arenas.

I managed the companies in the Gasco-CGE Holding in Argentina (the Cartellone group (50%) and Gasco Argentina S.A (50%), Gascart S.A. (Investment company), Gasnor S.A. (Natural Gas Utility), and Gasmarket S.A. (Natural Gas Market Developer).Gasnor S.A. is the shareholder investment branch. It is a natural gas utility located in the northwestern part of Argentina, in the provinces of Tucumán, Salta, Jujuy, and Santiago del Estero, with 400,000 customers, 7,500 Km of high and low pressure pipelines, 32 City Gates, 150 pressure regulation stations, and a distance of 850 km between the northern city and the southern city with supply. Gasmarket is the company through which natural gas is traded and new businesses are developed.• I successfully adapted to a social, political and institutional lifestyle as well as to a business culture significantly different from those in Chile, in general, unfavorable to 1990's privatizations.• I took office at the company’s leadership in a business environment marked by breaches in the main contracts and overall lack of stability, commitment fulfillment, and clarity in the country institutions.• Within this instability, I accomplished the following goals:• Built a new company culture, professionalizing and promoting its employees.• Developed trust and calm within the Board of Directors through permanent and professional communication.• Dealt with national and provincial authorities improving relationships and mutual credibility.• Integrated a disperse work team under a common vision.• Restructured past-due banking debts, decreasing their levels to the actual company cash flow .• Sustained increase of EBITDA in the companies within the group.• Successfully addressed the negotiations with the union which, due to growing inflation, involved increasingly higher demands.• Represented Gasnor’s defense on an international arbitration at the International Chamber of Commerce (ICC).

Operation and maintenance of Metrogas's whole distribution pipeline, for Natural gas as well as City gas.Responsible for the production factory of City gas and Propano-Aire support plants.As a part of my responsibilities I had many achievements:• Cultural intervention, not only the way to perform activities but also changing its organizational climate. In that process, there was a change from a 140-year-old traditional way to a new one driven by Metrogas S.A management, based on performance measures, multifunctionality, cost reduction, knowledge certification, etc.• Influenced, convinced, motivated people to build effective work teams.• Promoted employee and field worker development and professionalization.• Reduced costs through multifunctional employees.• Managed an expenses and investment budget of CLP$6 billion per year, showing an average cost reduction of 14%, which meant CLP$840 million per year.

Define contracts and negotiate supply and transport agreements of natural gas, the company's main consumable.

Designe and start operation of the first Natural Gas dispatch in Chile.

Design the commercial strategy of the company.Design and negotiate the agreement of electrical energy supply with customers.As a director of Operations at CDEC-SIC, I analyzed, designed, discussed and applied in detail the electrical law and its Code of Conduct. Negotiated marginal costs, firm power, company injections and withdrawals of each costumers, etc.

Analyze new technologies and their future application in the generation of new products and services (Projects in local phone service, satellite service, local communication and data services) Develop business plans and strategic plans Manage Control Engineering for Entel's National branches (ENTEL-data, SATEL, etc)