Reporting to the Global Supply Chain Director, I successfully led the plant team, coordinating engineering, manufacturing, maintenance, safety, quality, and regulatory disciplines to launch a new API manufacturing facility.

Reporting to Latin America South Director and LA strategic Business Leader I have been performing a dual role. Colombia plant director leading the supply chain end-to-end (manufacturing, customer service, planning, logistics, engineering, safety) and the second role being the Latin America South OBL which is the link between Supply Chain and Business Units to lead the execution of the top projects with direct impact to Margin and Sales increase.• Colombia Logistic cost improvement in 7% and 3X improvement in productivity via a new warehouse startup in record time of 3 months to support a business growth of 49%.• Chile Top project to deliver 405 KUSD sales with Mining Company with the introduction of a new product, boosting the margin results for the Latin America region. • Colombia Green energy manufacturing via solar cells installation on site with a reduction of 70% of regular energy networks. • Colombia Productivity improvement of 32% via new products manufacturing from different Business Units. • Ecuador Delivery Service improvement achieving a 99% of service in 2022 due to and organizational change made in Ecuador a inventory strategy renewal.

Lead the supply chain team for Chile covering all the end to end operations safety, quality, logistics, planning, customer service, engineering, manufacturing with all the support partners and the challenge to improve cost, service, culture and ensure safety and quality.

Reporting to the supply chain country director, responsible of a 173 employee dairy production plant and its KPIs as quality, safety, cost, productivity and culture. Safety incident rate reduction from 5 to 0. First time one-year without accidents record for the plant.Quality improvement from 27 to 4 ppms in 6 months through standard process creation, technical abilities development and control systems establishment. Productivity increase of 20% through organization redesign creating self sufficient teams and simplification. Cultural change with IWS implementation, integrating the quality, safety and operational systems, developing a new leadership team with strategic master plan, succession and development plan.

Reporting to the Corporate HACCP, Lean and safety Director, responsible of the Lean implementation for 8 plants (Caribbean and Latin-America) with the objective to improve productivity and increase technical capability for teams, managers and country directors.

Reporting to Corporate Operations Manager. I was responsible for product supply to national and international clients; process continuous improvement, organizational culture build-up and organizational redesign for a chemical additives plant with a multidisciplinary team of 80 members. (Logistic, Quality, Safety, Production, Engineering and supporting teams)

Reporting to Plant Director. I was responsible for all the Strategic Master Plan creation and execution, and also for the implementation of the productivity improvement strategy using TPM, Lean, Tech capabilities.

Reporting to Plant Director. I was responsible for leading the HR team to manage 230 direct employees and 150 contractors in order to improve the organizational environment, organizational capabilities, labor relation processes (recruitment, salary management, benefits etc) and facilitating the organization 5 year strategic plan renewal.

Reporting to Plant Director. I was responsible for the productivity, cost, service, safety and organizational growth of the liquids plant and soap plant; leading a team of 2 supervisors, 2 engineers and 80 technicians.

Reporting to the Production manager, I guarantee the proper start-up timings, efficiency and cost for the new production lines, new products and new technology, leading a team of 3 process engineers.