Responsible for leading the definition and execution of the company's general strategy and related businesses with a focus on a cost-effectiveness approach, operational and financial efficiency.- Implemented a safety culture (HSE), achieving a 79% reduction in accidents compared to 2022.- Reconfigured the commercial strategy, focusing on the profitability of products, channels, and customers.- Led the intervention in key processes to achieve operational efficiencies, reduce expenses, and lower costs.- Transformed the way of working by changing manual processes and activities to digital and systematic ones.- Implemented financial analysis with KPIs for a complete understanding of the company and its results.

Responsible for defining and implementing the strategic plan to ensure safety conditions of internal and external workers within the value chain, determining preventive measures that mitigate risks in the work environments of Vanti and its subsidiaries, complying with regulations and implementing good practices in Environment, Health, and Safety.The designed strategic plan includes actions to determine the baseline, reduce GHG emissions and achieve carbon neutrality considering scopes 1, 2 and 3, beyond legal compliance and promote additionality and a net positive impact.- Led the implementation of the Safety Padlock Model in phases 1 and 2, and scheduling of phase 3 (training).- Influenced the reduction of 51% in the general accident rate vs. 2021 and 35% vs. estimate year to July 2022.- Guided the definition of EHS process, determining inputs and outputs.- Managed the installation and configuration of the worked hours capture system for +300 contracts and 3400 contractors approx, including validation of corresponding contract administrators.

Dominion Colombia / ODI Consortium (Oil Projects USA - Dominion - ICG)Responsible for ensuring compliance with Occupational Safety and Process Safety aspects in accordance with the OSHA 1910.119 standard in operational documents, for the Talara Refinery Modernization Project (Petroperú). Management of Health and Safety aspects for project personnel related to the CoViD-19 pandemic.- Trained 100% of the process leaders in OSHA 1910.119, through workshops, presentations, and personalized/recurrent sessions to guarantee the understanding and the complete and correct application of the standard.- Effectively intervened the risk of contagion by CoViD-19 within the operational control of the project and working hours, limiting the contagion to 20% (3/15) of the project population.

Responsible for increasing and improving organizational resilience by developing and integrating the Emergency Response System, the Crisis Management and Business Continuity model, ensuring alignment with the needs of the company, its risk profile, and the associated regulatory framework.- Defined the Business Continuity Plan that would facilitate recovery after a disruptive incident.- Trained the management team to deal with crises, through the execution of training and tabletop exercises.- Improved the emergency response capacity thanks to the implementation of the lessons learned resulting from the large-scale drills and exercises.- Managed crises in accordance with the established Management Plan, achieving a reduction in their negative impact.

Responsible for directing EHS (Environment-Health-Safety) management in the organization aligned with business risks and applicable legal requirements.- Implemented a database for the characterization of accidents that facilitated data analysis, identification of trends and determination of actions to achieve a gradual decrease of 89% of accidents.- Intervened the safety culture, and its improvement within the organization, by using the ADKAR® model for change management.- Achieved a reduction of 80% in the time of capture and processing of worked hours data and an increase of reliability information, because of the implementation of an auditable online reporting system.- Led the review and redesign of the EHS process, including its interactions.

Responsible for the management of the company's CAPEX projects portfolio, ensuring its development under the standards in terms of scope, cost, time, quality, and general results metrics established by the PMO.- Formulated the final project delivery/receipt procedure, optimizing start-up times.- Achieved zero recordable occupational injuries or illnesses according to the OSHA 1904 standard, from the application of the Behavior-Based Safety (BBS) program.- Defined the Project process, and its interactions with the Engineering process, together with the PMO.

Responsible for defining, managing, and controlling the scope of work, schedule, budget, and execution of assigned projects.- Successfully executed and closed seven assigned projects, for $44 MUSD, meeting the final expectations of the clients and stakeholders.- Achieved zero recordable occupational injuries or illnesses in accordance with the OSHA 1904 standard, based on effective leadership and strict operational control.

Responsible for planning, coordinating, and controlling the execution of basic and detailed engineering to increase coal production rate from 32 to 40 Mt/y for the Cerrejón P40 Phase 1 - EPCM Expansion project (US$500 million).- Implemented effective progress control reports, which allowed a better management in the development of engineering.- Established a procedure for the proper management of change, and their respective formats, minimizing conflicts with the client.

Responsible for leading the planning and execution of exploitation projects to increase crude oil production rate in the Girasol and Jazmín fields.- Saved capital expenditures (CapEx) in both projects given the identification of synergies applicable to both projects, both in the purchase of materials and equipment, as well as in construction and commissioning costs.- Generated an increase in the company's crude production, because of the contribution of the Jazmín and Girasol fields.

Responsible for scheduling activities, budgeting and cost control of the assigned projects, in order to provide support for timely decision making, to project managers.- Improved the project manager’s administration due to the implementation of progress reports based on Earned Value methodology (EVM).

Responsible for procurement and expediting process of major materials and equipment (pipes, valves, fittings, steam generators and test separators) for new exploitation projects, in order to ensure their availability in accordance with the construction schedule.- Achieved a significant reduction in non-compliance by suppliers, given the implementation of a monitoring and control matrix.- Improved the planning of activities considering real times, product of the determination of optimistic, pessimistic and average times of each activity required to complete the purchase processes.- Published the article "CENTRIFUGAL PUMPS: Application, Systems, Fundamental Principles and Selection", in the company's official magazine (NOTIMEX).