We are a consulting firm focused on organizational development that re-generates the link between human talent, the teams to which they belong and the meaningful results they produce. We propel organizations, teams, and leaders to reconnect with their purpose. In charge of the entire consulting life cycle from the needs assessment, proposals up to the delivery and post reporting of each program and process developed for organizations and their leadership teams. This includes the design, implementation and introduction of completely new leadership and organizational programs and development processes for clients in order to effectively work with leaders and their teams, positively impacting the results of the company. Working on three levels within the organization, individuals, teams, and leaders. We integrate different best practice and methodologies to achieve the best results in our projects. Main Achievements: Leads the design and development of different leadership programs with a focus on building High Performing Executive Teams which in a specific case the company achieved growth by 40% in their sales and a significant improvement in communication and trust within the leadership team.Leads leadership coaching programs and career transition coaching and mentoring for the General Manager Level with a specific focus on building the key capabilities, changing the mindset, and transforming the approach to be a key strategic leader with a view of the future.

Accountable for designing and leading all change management activities to support the Finance Transformation (Finance Transformation is a large and complex priority programme which aims to simplify Finance processes and create a more effective and efficient Finance organization).Main Achievements:Led all change activities required to support the Finance Transformation programme according to Toll Gate methodology (Business Case for Change, Change Plan and Approach, Change Impact Assessment, Leading Change & Managing Change Workshops, Knowledge Transfer Ways of Working, Change Readiness and New Team Building Ways of Working Workshop)Led the creation of an integrated strategy and its execution to build a unified “One Finance” culture at the America's Financial Hub. The strategy and tactical plan (targeting 800 employees) was approved and owned by the Hub Leadership team Led the Hub leadership team formation (14 senior leaders), integration and development through a series of sessions in which bonds of trust were built, the team purpose was defined and team working practices and standards were established Led the Legal Entity workstream for change management as part of the Global Finance Services Future Ready plan; defining the change management approach for the workstream and liaising globally to establish the right ways of working with our change teams and ensure a joined-up delivery

Led efforts to understand key performance gaps and problems related to strategic capability and recommend solutions and approaches to address these gapsMain Achievements:Led the development of the Oncology Fundamentals Learning Program, designed to support both GMs and their Functional leadership teams for taking on leadership responsibility in Oncology. This self-guided learning journey incorporates the modern learner principles and the latest learning technology available in GSK to develop a best in class introduction to Oncology. The program was released globally at the end of 2018

Led the regional Learning team, promotion of internal learning resources and supported the Pharma Business in defining and developing their Learning strategiesMain Achievements:Provided consulting for the Pharma HRBL and proposed an intervention to upskill Pharma Leaders’ (total of 293 FLL, SLL & Senior Leaders) capabilities to have more robust development conversations (in terms of depth and consistency). As a result, it´s expected that underperformance will be managed in a timely manner, high performers will get the support that they need to grow and thereby, a culture of high performing teams will be enabledLed the implementation of the Demand Capture Tool for the Commercial and Regions team (LatAm, Asia Pac, MEA CIS, GBINA and Europe)Engaged the entire LatAm community in the Learning activities provided as part of Learning at Work Week (2017-2018). For two consecutive years we had more than 4500 attendees participate in our activities across the regionDesigned and implemented a strategy to generate awareness and adoption of the virtual resources that GSK offers its employees (SkillSoft, HMM, EF etc.). As a result, various LatAm markets have appeared in the top 10 ranking of Business Skills usage globally across GSKInstalled the New Performance System in 100% of GSK LatAm markets by coordinating the different countries and business units through a common plan, developing the capabilities needed for the new system, and aligning the leadership of the organization with the cultural change requiredDesigned a long-term strategy to develop leadership capabilities in alignment with the business agenda by assessing current and future business challenges of all Business Units

Accountable for HR, Internal Communications, General Services and EHSMain Achievements:Successfully implemented corporate HR driven initiatives in the areas of Talent Management, Leadership Development, Building Trust (Orange Day), Energy for Performance workshops. Took the leadership in building transformational change plans following up on Resilience Survey and Global Leadership Survey results.Together with the commercial leadership, raised the quality of the commercial team through people reviews, development actions and robust external recruiting.Designed and implemented a plan to develop successors for critical positions. Obtained corporate approval to implement Chile´s savings plan (96% of employees subscribed to the Savings Plan).Led the Communications Committee ensuring implementation of internal and external communications platform of GSK Chile. Recognized with the “Efforts Award” given by the “Asociación Chilena de Seguridad” for showing commitment to creating and sustaining a safe work environment.

Accountable for HR, General Services and EHS)Main achievements: Defined and implemented the labor strategy for Rapel´s fields, ensuring a work force for the harvest season, development of supervisors and implementation of an incentives systemImplemented the Four Disciplines of Execution Workshop (metrics and dashboard) for the whole organizationAnalyzed the organizational structure, workflow, task assignment and support systems for each of the units of Chiquita Chile.Proposed an organizational structure to align to organizational strategy. Designed and implemented a layoff program for 230 employees associated with Rapel´s project.

Main achievements: Established the Corporate Training & Development function in Central and South America by developing relationships with business unit heads and standardizing reporting and metrics.Developed a regional T&D Team to implement the corporate agenda in Central and South America by coaching members in the creation of individual development plans and by conducting facilitation skills workshops and “train the trainer” sessions.Defined the following standardized tools and processes for the T&D function: Competency Model validation, needs assessment process, design methodology, follow up and impact evaluation processes and standardized report system.Designed and implemented a People Leaders Certification process for 1068 supervisors at all levels of the organization throughout Central and South America.Led the re-design of the Managing Development Workshop streamlining a seven-hour program to four hours and aligning it with the new Performance Management system targeting 2480 employees. Served as senior trainer conducting training sessions with management teams in Costa Rica, Honduras, Guatemala, Chile, and Panama. Proposed and led the worldwide implementation of Franklin Covey’s “The Four Disciplines of Execution” program.

Main achievements: Led a one-million-dollar Global Management Development program. Conducted a study to redefine vision, mission, objectives, strategy, success indicators and competency model for the Global Management Development program.Incorporated individual development planning in the development process of Global Management Development associates.Coached Global Management Development associates and development coordinators on career planning, professional development and coaching skills.Participated as a member of the Human Resources taskforce that defined a worldwide competency system for the organization.