• On-board Digital application portfolio for United States to the operation in the Global Novartis Service Center. Portfolio is mainly composed of 600 websites (no-CMS)• Reduce to one the number of vendors for supporting US Digital portfolio. This as a part of a Global initiative to centralize operations with a unique vendor. This activity was completed on time and with ZERO deviations in budget.• Collaborate with Infrastructure teams to migrate no-CMS websites to a different hosting environment with ZERO service interruptions. This project is saving budget (~500K USD) and decommission of multiple legacy websites (~100). PROJECT ON-GOING.• Support day-to-day operations engaging with Commercial teams in US and globally for Alcon.• Support new websites (CMS) launch in US. Coordinate support teams across IT organization, manage business expectation and communication vertically and horizontally progress. Share success stories and learning from every launch so we can keep process improvement. Main outcome has been to reduce website launch process from 6 hours to 2 hours.

• Define Digital Channels strategy for Latin America countries. Collaborate with and influence Marketing and Medical areas for understanding requirements, identifying opportunities and proving solutions to evolve Lilly Commercial model from traditional channels to digital channels.• Define and align technology strategy for supporting New Commercial Model for maximizing virtual conferences to Health Care Providers across Latin America. Minimizing the number of face-to-face events to electronic (virtual) events. Design and lead implementation of the new platform used in the new way to approach HCPs through virtual events. It consist on a streaming live & on-demand platform for medical education. The core service built in Mexico headquarters was a TV studio from where medical education events were streamed live through the new platform (lilly-conexiones.com). After one hours of event conclusion, video was available on-demand. In the first year we registered ~50K visits only from Mexico, we moved Lilly from 10th place to 3rd in the perception of innovative pharmaceutical companies in Mexico and event costs to 20% of the total cost. Define and implement architecture to support live and on-demand events.• Live streaming to Latin America medical community International congresses hosted in Mexico such as Neurocongress and Lucaro.• Define best practice to do videos, hosting live events and executing events. Those best practices were adopted across Emerging Markets. That helped to give a unique identity to virtual approaches from Lilly to HCPs.• Define and design concept for replicating Mexico model to other parts of the world in Lilly.• Collaborate on definition, design and implementation of the new multichannel approach such as virtual rep, email campaign, medical sample shipping, mobile apps.• Screening and partnering with vendors across Latin America to support defined strategy and operational model.

• Define and deploy full mobility strategy for sales force. In Mexico, led this initiative, having a first outcome at the end of the second month of the year, the team achieved to retire 100% of laptops from Sales Force with zero disruption on field, leaving so iPad as a core device.• Identify barriers Mexico Sales Representatives have to adopt iPad. Understanding business needs and how technology and business process can close adoption gap. This project helps Mexico Sales representative to lean analysis they do on iPad and stop using MS Office files to perform daily activities. This project was used as best practice and collaborate with a SWAT team for replicating what I did in Mexico for the rest of the Emerging Market affiliates in Latin America, Asia, Africa and East Europe. This project requires a one-month STA in Lilly’s headquarters in Indianapolis.• Standardize processes for the different sales forces. Close collaboration with Sales Operation team and Global CRM team identifying and deploying solutions for maximizing CRM platform. Same as previous project, Mexico is being used as best practice and today Emerging Markets countries are replicating Mexico results.• Deploy full OCM strategy for supporting iPad adoption across Sales Force. Material is focus on identifying real sales reps needs, express solution in their own business terms and presenting information using gamification.

• Engage with business units to provide technology and process advisory. Leveraging on PMP and Blackbelt skills. Provide business perspective and guide the team to provide customer oriented solutions, being customer internal or external.• Contribute with Mobility strategy and deployment across LA, particularly in Mexico. Based in PMP and Critical Chain concepts I guided the team to plan iPad deployment to Sales Force in 2011. I am leading adoption initiative to make available laptops tool into iPad. I am contributing to the Latin America deployment plan providing guidance as SME in technology and business processes.• Have a Short-Term Assignment in Diabetes Sales Business Unit. I am playing double role, one my based role as IT Manager and second, from April to December 2013 I am having the role of Sales Representative in Diabetes Unit. During this time I am understanding from first-hand experience what are the business needs, process and challenges.• Define and implement Organizational Change Management strategy for migrating Latin America affiliates into new technology such as Windows 7, Outlook and MS Office. It included OCM, training and migration. From email stand point, migration of 1200 users from Lotus Notes to Outlook was done in one week with ZERO business disruption. During the first two weeks after migration ZERO issues in terms of usage has been reported.• Automatize HR most used processes. Provide a non-stop service through a new Intranet to all employees. I defined a strategy for identifying most used processes – leverage on Six Sigma knowledge. Define technical architecture and manage vendor for developing the site. It reduced 3 HR FTE from operative tasks.• Lead Finance Share Service Center implementation for Latin America. This is a global implementation, nevertheless my contributions on Infrastructure deployment and Change Management has support timeline having ZERO deviations on deployment.

• Delivery business-oriented solutions across affiliates in Latin America and (Canada until 2010). I implement project development in Mexico for Canada saving 75% of the cost.• Leverage business knowledge across the region to define strategic approach to solution delivery, establish and maintain project portfolio. I replicated Mexico Security application in Brazil, reducing to one, the number of security points for local systems and reducing 1 support FTE. • During 2009 deployed and replicate Project Portfolio process deployed in Mexico into Latin America – except Brazil – and Canada affiliates. It provided a better knowledge on what to replicate and what to eliminate. The first year we replicate 4 applications across the region.• Play a change agent role to influence local perspectives in support of regional solutions as appropriate. During 2010 I engaged with the Brazil and Mexico team in order to deploy local solutions but thinking regionally. I was part of the first IT regional organization in Latin America. Communication plan was my main task and process re-engineering.• Be leader for e-Channels adoption in Brazil, Mexico and Latin America. To influence and guide local teams to deploy an e-Strategy to get foundation on e-Channels use. From 2009 to 2010 I have moved affiliates from a project approach to a pipeline and long-term deployment for e-Channels. The first year the business units moved from including none e-channel strategy in their brand plans to have at least one initiative included. • Participate in business Six Sigma projects, Brand and Business plans in Mexico. My participation contribute to align IT needs and allowing business to have a clear understanding on IT implications for deploying proposed solutions.• Be the Critical Chain Project Management expert Mexico and Latin America. Currently the IT projects are on-going (2 in Mexico and 1 in Brazil).

• Lead a functional team (7 people) to plan, manage, deploy and support the local technological solutions outcome of the strategic alignment between business and IT.• Renew the 100% of the team. I proposed to change the core moving from project managers to business consultants. Additionally to re-shaping the team, I renewed the philosophy and strategy bearing on mind business engagement.• Create a regional framework (Canada, Mexico, Center and South America) to manage IT project portfolio.• Design and create the IT Architecture platform to standardize applications and databases.• Present business and technological solution to different levels (Corporate, Direction, Management)• Lead application support area in order to establish and maintain acceptable service level agreements.• Plan and administrate annual budget to deploy technological solutions. ($1,500 USD)• Manage and control the local vendor portfolio. Reducing vendor deviations to 10%. In partnership with Procurement areas Quality IT, we deployed a vendor committee.

• Lead a functional team (20 people) to plan, manage, deploy and support Mexico technological infrastructure.• Collaborate with Business Integration area to provide full support for deploying their business solutions and align them to the technological roadmap.• Create communication programs and end user training programs to improve the use of technology.• Lead the technology piece of the company project “New Administrative Offices”. It makes an improvement in technological innovation regionally speaking. Mexico was the first country to have IP Telephony services. The project involved migrating 350 employees and providing state-of-the-art services.• Manage and control annual budget ($4,000 USD) to improve and maintain technological services.• Develop and deploy the first IT service satisfaction survey (monthly and annual). It helped to create an action plan to move user satisfaction from 85% to 95%.• Create and establish service level agreements in all the IT service areas. • Provide direction during the creating and testing of the BCP and DRP plans.• Manage and control the local vendor portfolio

To grow professionally in the IT area through different position within IT area. It helped me to develop a strategic vision, be more accurate in problem analysis and proposing value-added solutions.

To develop professional skills to work under pressure, innovation, quick and self learning, results oriented and risk taking.