Responsible of the US multisite operation of the division, with $85M revenue; EHS, manufacturing, engineering, maintenance, continuous improvement, logistics and supply chain. The business has leadership gaps and underperforms during the pandemic needing urgently to improve safety performance and delivery.• Zero Injuries since March 24, best performance in company history: focus in creating a safe working environment by developing, executing, communicating and training an OSHA compliant based EHS program; safety reports daily management.• 15-20% delivery improvement after deployment of Operations Strategy based on continuous improvement (EHS, Training, Assets Condition, Operations Management)• Successful ERP migration on May 24, operations resumed on time and ahead of learning curve after 2 months.• Creation of continuous improvement/lean manufacturing funnel of ideas for safety, quality, delivery and cost savings.

Responsible of $150M Fiberglass Exterior Doors P&L, retail and distribution sales, supply and sales forecast reconciliation, long-term product lines strategy, refreshing value proposition, optimizing product portfolio, benchmarking with competitors, new product development and exploring innovative technologies and materials. The business unit experienced and increased demand during the pandemic, materials shortages and staffing issues; • Business continuity strategy during supply chain shortages (2021-2022) by developing vertical integration of manufacturing components and quick adoption alternative materials ($1.5M CAPEx investing)• 20% revenue growth over 2022 and 2021 delivered through national market expansion in retail and distribution sales.• Fiberglass Doors manufacturing and prefinishing lines capacity increase of 30%, CAPex of $20M.• Product development, and innovation projects horizons 2 and 3 (smart doors, one step fiberglass doors manufacturing process)

Interior and Exterior Doors P&L over $15M – Retail and Distribution.• 80% revenue growth in 6 months by developing a marketing strategy based in customers tiering (ABC pricing strategy), sales team reorganization and customer service (On Time, In Full delivery).• Total business unit divestiture of Chile and Peru due to corporate strategic market prioritization.

Responsible of multisite operations (Chile and Mexico plants) of flexible packaging products: rotogravure and flexographic printing, arts design and prepress, inks preparation, lamination, cutting and wrapping, blown extrusion, supply chain and logistics. • Leading multisite operations in Chile and expansion to Mexico, with 350+ employees.• Doubled production from 1,000 to 2,000 ton/mo in 6 months by the implementation of Lean Manufacturing and Continuous Improvement.• Startup of Flexographic, Rotogravure, Lamination and Blown Extrusion lines ahead of learning curve, CAPex $10.0M.

- Operations Strategy- Lean Manufacturing- Continuous Improvement- ISO 9.001, ISO 14.001 and OHSAS 18.001- Tissue Products Manufacturing

Leading flagship plant of Softys group with up to 30 acres of manufacturing and warehousing space; as legal representative and working closely with government agencies (county, labor and health departments). Responsibilities over manufacturing, logistics, supply chain, engineering, quality assurance, R&D, EHS and HR. Growth consolidation phase after successful startup of $60M CAPex, doubling paper manufacturing capacity and converting. • 11 Managers, 45 Supervisors, 950 employees total, 3 unions.• Paper Mill (3 paper lines), Tissue Rolls converting plant (11 lines), Folded Products converting plant (20 lines), Logistics, and Power Generation and Utilities.• 11% OEE improvement through Lean Manufacturing and continuous improvement initiatives.• Negotiation of collective agreements with 3 unions ranging 50-350 members.• Collaborative work with local government, development of education program for elementary schools.

Leading operations of legacy tissue paper mill of the CMPC group (Softys). Responsibilities over manufacturing, logistics, supply chain, engineering, quality assurance, R&D, EHS and HR.• 8 managers, 550 employees, 2 unions.• Paper Mill (2 lines), tissue rolls converting plant (5 lines), diapers plant (5 lines) and logistics.• Reduction to zero accidents by implementing behavioral program.• Negotiation of collective agreements with 2 unions ranging 150-250 members.

Consolidation of ATMOS tissue paper manufacturing and development of expansion project to double paper manufacturing capacity at Talagante Mill with focus in energy efficiency and use of secondary fibers (reuse of paper).• Design, erection and startup of “the most energy efficient tissue paper machine” in 2012 to reduce 10% of manufacturing costs in partnership with VALMET AB.• Reduction to zero accidents by implementing self-awareness safety program.• Technical lead for manufacturing equipment projects ranging $2.0M to $65M, and up to 15 months of work.

Main responsabilities: paper manufacturing, utilities, wastewater treatment and projectsProject Management of 30 MMUSD Tissue Paper Machine TM2Leading engineering, erection, commissioning and startup of TM2Project Management of 2.0 MMUSD secondary wastewater treatment plantLeading engineering, erection, commissioning and startup of secondary wastewater treatment