- Leadership, planning and implementation of organizational changes that helped it overcome a demanding due dillegence and get excellent conditions for the sale of 51% stake in the French group Essilor, the world leader in the optical industry. - Negotiation, execution and leadership in the buying process of Indo Chile, third actor in the Chilean market, allowing the merger of the two companies to double production capacity and integrate a personal team highly qualified, essential to support the future growth plans. - Management, planning, construction and implementation of a new production plant, with an investment of $ 4 million and 12 months of work, building the most modern laboratory in Chile allowing double the production capacity, reduce losses by 50% and improve delivery times by 25%. - Design of business strategy and management of the company, which involves creating a new commercial structure, implementation of new business areas and adding new products to the portfolio, generating sales growth of 30% in 3 years.

- Leadership and change management that helped reverse a negative trend in sales, significantly improving profitability and getting to be the second most profitable subsidiary of the group. - Participation with the management team shares improvements in organizational climate, recovering team motivation, achieving improvements in productivity and customer satisfaction. - Creation and management of changes in business strategy and cost structure of the company allowing a crisis scenario improve profitability by 65%. - Creation and implementation of "centers of progressive lenses" strategy point of sale with a rapid market penetration is achieved, the success of the concept led to its implementation in other group subsidiaries.

Business development department´s responsible, seeking opportunities, business plans presentation and implementation.- Created new business area oriented to supply the restaurant industry getting sales of U.S. $ 1.5 million in its first year of implementation and budget of U.S. $ 5 million for its second year of operation.- Structured and managed a sales team achieving rapid market penetration.- Implemented and developed logistics processes , achieving significant reductions in delivery times.

Marketing and sales activities in coordination with suppliers, responsible for the strategic management of the sales force.- Conceived new promotional activities to achieve growth of up to 350% in sales of promotional products- Redesigned policy incentives guiding the sales force selling into higher margin getting 50% increases in profitability of the canal.- Simplified the information systems business management, improving accessibility and providing them with relevant indicators.

- Designed and implemented new organizational structure by creating matrix structures with multidisciplinary teams that allowed improvements in the quality of projects and a 15% increase in the contribution margin per project.- Created a management control system, allowing management to move from annual report of weekly reports by project, had most control and improvements in profitability per project.- Redefined remuneration policies, changing incentive system of all company´s departments.