Consulting work on Urugayan LNG regasification plant for Cheniere Energy, Inc.Consulting on Project Validation for ANII (Agencia Nacional de Investigación e Innovación) of Uruguay.Consulting on Human Resources Projects in Montevideo.

I coach IB students and univesity graduate students on European History, Literature (Historical novels and Science Fiction) and conversational English.

I am occasionally requested to write articles on the economic perspectives of Uruguay and Argentina.

Director of Human ResourcesTotal direct personnel: 320; subcontracted personnel: 1800 (yearly average).Named as ENCE’s representative, as from April 2009, on the Directive Committee of the SPF (Forestry Producers Society of Uruguay).Personally developed and implemented a project modifying the contracting system of workmen in the clone plant nursery, producing savings in excess of US$ 250,000 annually.Development and implementation of a performance evaluation system for field supervisors, which was later, used in ENCE´s factories in Spain for Supervisor evaluation.Named on the Board of Directors of Maserlit S.A., ENCE’s saw mill operation in Uruguay as well as collaborating since 2007 in the commercial relationship with its main customer CHEP (world leader in pallet pooling).Promoted on April 2008 to Director of Human Resources for the ENCE Group in Uruguay. On April 2007, placed in charge of two divisions, Human Resources, and Institutional Relations and Communications of ENCE Group Uruguay. Responsibilities included personnel policies, negotiations with labor unions, contacts with governmental institutions and local politicians, as well as the press. The Human Resource Division was also in charge of the auditing of Management and Operating Systems, Quality and Systems Certification (ISO, FSC, etc.) as well as the Health and Safety department.Elected Secretary and Vice-president of AUGPEE, post that was occupied till the end of 2009.

On September 2006 promoted to Manager for the Cellulose and Energy Department of ENCE Uruguay, with the responsibility of coordinating the new project for a 1.000.000 ton/year cellulose pulp mill to be constructed on the Río de la Plata coastline. Coordinator of the governmentally required location viability study (VAL) for the newly elected site. Responsible for the location study of the new plant, analyzing over 10 different alternatives. The estimated investment was to be US$ 1.250.000.000. Employed as Assistant Director of the Celulosas de M’Bopicuá project, a US$ 650.000.000 green-field project for the construction and operation of a 500.000 ton/year cellulose pulp mill.Responsibilities: general planning, coordination of the technical and environmental studies carried out for the IFC (World Bank). Technical liaison with the Canadian consulters contracted for the Cumulative Impact Study. In charge of relationship with government officials with the objective of modifying the Uruguayan electrical generation markets allowing the participation of private operators.Directli responsible for the creation of an association of private electrical energy generators (AUGPEE) to further the industry’s lobbying towards freer markets

Firm contracted by the Uruguayan Central Bank for the recovery of assets from the following failed banks: Comercial, de Montevideo, Caja Obrera and de Crédito. Head of the fixed asset area, with the responsibility of maximizing returns on the sale of fixed assets (properties, vehicles, machinery, etc.) ensuring optimum and transparent procedures. Approximate value of assets involved: US$ 50.000.000.-

Frigorífico Canelones S.A. was the third meat exporter of Uruguay, with an annual invoicing of US$ 42-48 million dollars. Total amount of personnel 720.Main responsibilities were: forming a new management team, daily operation, relationship with local banks, representation of the company with governmental and non-governmental organizations, coordination of projects to obtain financing from European (D.E.G.) and American investment agencies.

Hired full time by the IFP Group, a meat trading company operating in the U.S., with subsidiary operations in Uruguay, to advise and lead the Uruguayan part of the negotiations in the purchase of a vertically integrated meat packing plant (Frigorífico Canelones S.A.) from Van Rich Partnership, a U.S. holding corporation. In parallel acting as the owner's representative managing his subsidiary companies in Uruguay (Alimentos Orgánicos Uruguayos S.A., Donitel S.A., Uruguayan Leather Corp. S.A. and Alimentos Uruguayos S.A.). Operated as Project Manager negotiating the purchase agreement as well as the purchase of assets and spare parts. Headed the Due Diligence team contracting the auditing firm which carried out the stuy. Prepared and negotiated the contract for the provision by I.F.P. and Frigorífico Colonia S.A. of frozen cooked meat with Pillsbury/General Mills of U.S.A.Worked as an independent consultant, advising on project development, management restructuring and sales to a variety of firms dedicated to the export of leather, bovine products and pet food.

Special projects coordinated personally: - Debt restructuring: Leader of negotiation team obtaining from the nine banks involved the refinancing of U$S 17.000.000. In charge of all the company’s relationship with government officials (President, ministers, secretaries of state departments, etc.). So as to obtain a secure monthly production base new commercial agreements were negotiated with two major customers: Alpargatas Santista in Brazil and Covarra Confitalia Group in Mexico. With the objective of substantially increasing added value to the fabrics produced and exported by Sudamtex, a redefinition of product design, marketing, sales and supplies agreements was carried out . The result was to priorize fabrics produced with wool, wool blends with polyester and blends. A project was initiated in 1997 with the objective of having a small operation in U.S.A. geared to benchmark both design and quality of wool and blend fabrics. During 1997 and 1998, customers were developed in both Chile and Mexico, which became 15% of the Company’s invoicing as from 1999 onwards. During 1997/98 a reengineering and organization reestructuring plan was implemented to face the strong competitive devaluation of the Asian Markets, allowing the Company to continue operating at a profit although price reductions were in the 15% range, and strong import restrictions were placed in the Brazilian market. Leader of a bond restructuring project during four months negotiations, in which, a consortium was formed between the City Bank of Uruguay, the Banco de la Republica Oriental del Uruguay and the Montevideo Stock Exchange, and U$S 10.000.000 in bonds were refinanced with a five year maturity date at Libor + 4 % interest rate (May 1999).CEO Fibratank de Uruguay: In charge of introducing resin and fiber glass tanks to the Uruguayan and Argentine markets. Responsible for strategy and commercial planning as well as relationship with principal customers .

In charge of Production, Sales and Marketing Departments.Responsable for contacts with governmental institutions and local politicians, as well as the press.Project Manager for the modernization of the textile mill (U$S 18.500.000 investment in equipment plus U$S 1.500.000 in consultancy fees, and personnel instruction and training).Team Leader in the successful implementation of the Total Quality working system, in combination with external consultants.Planning and implementation of a personnel rationalization project which obtained a 20% reduction in personnel based mainly on the spin off of non-essential services and establishing small supplier companies with the company’s ex-workers.Upgrading and reconverting of Textil Colonia, Sudamtex’s Commercial Subsidiary in Argentina, doubling its invoicing in 24 months.Team Leader in issue of three series of Bonds, one in 1995 for U$S 4.000.000 and two in 1996 for a total of U$S 7.000.000, in all cases with the City Bank of Uruguay as underwriter.Responsible for negotiations with the Company’s Labor union.

Directly responsible for Sales (all three channels: Direct, O.E., and Exports), Marketing, Product Development, Technical Assistance, Sales Administration and Customer Assistance.Restructure of Sales Administration and Customer Assistance Departments.Restructure of Sales Organization, reducing the number of branches and the overall costs of the Department.Market share growth of 3% obtained through the following strategies:- Development of an incentive system for distributor purchases.- Redesign of the truck and heavy truck product line, launching a new family of tires (KD-55) with better performance and lower manufacturing costs.- Design and implementation of the first intensive TV campaign for car tires to change FATE’S image in the consumer market and successfully insert the AR-30 product line.- Design and development of a line of tires for light trucks and ATV’s, the Range Runner series.After a labor union strike of over a month and the total loss of the O.E. market; development of a marketing plan which allowed FATE to recover its market share in 12 months.Team leader in the negotiation of a distribution agreement with Michelin Tires of France, which gave FATE sole distribution of all Michelin products in Argentina.Trebling of export invoicing in three years by opening of the Brazilian market and concluding long-term agreements with tire distributors in Holland and U.S.A.

The joint managership had the objective of integrating both companies, obtaining a more competitive structure with lower fixed costs. Simultaneously acting as Commercial and Sales Manager for C.B.I. in charge of the preparation and presentation of the technical and economic proposals for both public and private tenders. Responsible for the development of new projects and construction consortiums with local and foreign engineering firms.