Responsible for DDI Mexico´s assessment operations which supports local & global projects, leader of a team with 26 consultants and two staff members, Sr. Consultant delivering executive & strategic solutions, as well as account manager for key accounts in my portfolio.

Responsible for identifying HR related business needs & selling DDI´s solutions in México to my assigned clients and prospects:* Executive solutions* Assessment & Selection solutions* Leadership solutions

TrueNorth specialized in HR consulting and in English-Spanish-English translations.- Designed and facilitated the session to define strategic initiatives for Nestlé Professional, based on the results of client, process and engagement assessments, creating focus and a bi-annual plan for the executive team.- Updated and cleaned-up the organizational and salary structure of the Finance organization for Nestlé México in one month, including SAP.- Customized and translated the DDI Leadership program for Bristol-Myers Squibb México and translated the new version of Targeted Selection in four months, less time than programmed for the project. - Translated DDIs web page, marketing materials and other training programs.

Controlled HR policies & procedures; coordinated HR talent management process; managed organizational change and change management processes; ensured staffing according to HR Plan; managed training & development; ensured internal communications strategy; ensured operation and quality of personnel services; ensured compliance with regulations (legal, corporate, SarOx); managed compensation and retention processes; translated technical documents. - Planned and ensured HR strategy, in accordance to business and corporate needs.- Established HR management system, including star-point role rotations.- Established, automated and managed HR processes, using SharePoint technology as the platform.- Formed HR team that continues to operate at CSC. - Developed and implemented competency management process, aligning accordingly rest of HR processes. - Lead development of management system for Operations organization of IT CSC, achieving its implementation and continuity, and facilitating with it, the fulfillment of incremental workloads. - Restructured SAP access permits and transactions for the operational positions of Finance CSC, ensuring operations as well as compliance with SarOx regulations. - Lead change management processes, contributing to the fulfillment of commitments of new process start-ups for the Finance CSC.

Designed implementation of performance management system and deployment of its cultural component; managed internal communications strategy and coordinated annual executive conference; managed media and ensured design and launching of promotional campaigns for business processes; managed employee surveys; supported transformation initiative of Commercial Division in areas of development, competencies, communication and change management; defined FEMSA´s LMS as part of the FEMSA HR Development Committee; designed and coordinated development plans, translated technical documents. - Coordinated design of corporate rewards and recognition program, ensuring alignment with strategic initiatives.- Redesigned internal communications strategy (including annual executive conference) to help create strategic focus, ensuring alignment with strategic initiatives. - Developed competencies process for Commercial Division, aligning accordingly rest of HR processes.

Participated in the FEMSA HR Process Standardization Committee and in the FEMSA HR Planning Committee; collaborated in the organizational design process for the HR organizational structure, in preparation for the FEMSA Standardization Process driven by the new business model and subsequent implementation of SAP technology; translated technical documents. - Designed a competency profiling and management process with the company vision & values as the anchor, and another through detailed process analysis, with which all Commercial positions were profiled. - Co-designed the talent management process used to assess all the management team.- Designed and implemented a job-fit methodology for the Commercial Division and designed and implemented a web tool to manage the process of assessing and relocating personnel, supporting with it people decisions during the organizational restructure process, promotions, etc.- Designed a mandatory e-format that included everything related to positions, not just the job description, which facilitated coordination between different HR areas, reducing errors, re-works, etc. - Lead the staffing redesign process, eliminating unnecessary steps and elements, reducing the cycle by 30% and eliminating discriminating practices.

Analyzed market needs for Latin-American markets and corporate portfolio to identify products & services to bring to the region; transferred technology to consultants; coordinated and translated marketing, assessment & training materials, and did simultaneous translations of trainings & conferences; managed customized programs for clients and conducted pilot programs for HRD & OD products; facilitated all HRD products to leader and executive audiences; facilitated organizational change projects; developed business through sales and marketing efforts; facilitated programs using non traditional technology driven learning methods (Aula Virtual Empresarial ITESM); managed a team of more than 20 consultants; managed and participated in projects for GM, Sabritas (PepsiCo), Daimler Chrysler, The Coca Cola Company, Doe Run Mining, Wyeth Laboratories, BHP, La Escondida Minning Company, Kraft, Alcatel, and BellSouth. - Formed and coordinated the team of more than 20 consultants, obtaining as a group an average higher than 4.2 in a scale of 5 over a period of four years. - Designed and lead implementation of the performance management process for The Coca Cola Company and for Wyeth Laboratories, achieving in both cases the process institutionalization. - Lead the developmental process of the executive team and the key management process redesign for Doe Run Mining in Peru, improving operational and service indicators in more than 40%. - Designed and facilitated the leadership program for Alcatel y BellSouth in South America, obtaining recognition from their respective home offices.

Managed startup of DDI México; commercialized products & services; facilitated HRD & OD programs at all levels in client organizations; managed and participated in projects for Ford, Caterpillar, CEMEX, ALFA, Merck Sharp & Dohme, Ely Lily, and Gillette. - Lead the incorporation in México and the operations start-up of the company, complying with the program and timeline, and hiring the base team with which we complied with client commitments of that first year. - Won in two occasions the VIP Sales Award for exceeding sales goals.

Facilitated HRD & OD programs at all levels in client organizations, translated and customized training programs and assessment centers; managed and participated in projects for Celanese Mexicana, GM, Vitro, UdeM, Caterpillar, Hanes, and Liverpool. - Designed, facilitated and coordinated the leadership program for Celanese Mexicana and for Caterpillar, obtaining in both cases recognition from their respective home offices.

Responsible for commercializing carpet tile.- Obtained the District Sales VIP Achiever for exceeding sales goals, with projects like CEMEX’s corporate building, World Trade Center Mexico City and Mexico City Airport.

Designed and managed organizational structures; designed HR planning & development process; managed succession planning; managed staffing process; designed corporate and individual training plans; designed and edited internal newsletter; collaborated in the coordination of company events; provided HR planning & development services to managers. - Designed the process and computer system for HR planning and development which was used at least for five years after I left. - Redesigned and coordinated the internal newsletter, increasing personnel involvement and positive feedback by 30% and 50% respectively.

NEMAK is part of ALFA.Managed staffing process; designed company and individual training plans; designed and edited internal newsletter; coordinated relations with government agencies that deal with legal aliens; coordinated company events. - Coordinated the Total Quality program, which was executed according to plan, and represented the key organizational initiative.- Redesigned internal newsletter, aligning sections to strategic initiatives.

Managed staffing process of non-executive positions, coordinated on-boarding process; supported labor relations process; managed union workers´ compensation process; controlled organizational structure, open positions and absenteeism; provided personnel services; coordinated company events. - Increased five times the amount of operations and technical personnel, from 200 to 1,000 people in four months and without a support team, ensuring with it the staff needed for the company’s first expansion.

Recruited & selected personnel for non-executive positions; collaborated with compensation surveys & assessments; collaborated with coordination of company events; collaborated with design of training programs for front-line workers; designed training programs for supervisors; coordinated on-boarding process. - Designed and facilitated the supervisor leadership program, which got established as the official mechanism for development and promotions for supervisors.