Responsible for business and operations performance of 6 plants across Queretaro MX, Ohio US, and Ontario CA. Committed to empowering our plant teams to drive value and optimize operations, ensuring delivery of the highest quality parts and service to our customers.

- Direct material cost reduction / commodity strategy for a global agriculture and construction vehicle OEM. Assessed the spend profile across 25 commodities and their sub-commodities, gathered insights on supplier, competitor and market dynamics and identified/sized savings levers (i.e., supplier collaboration & negotiations, footprint moves, VA/VE), substantiated by rigorous analysis (i.e., teardowns, should-cost modeling, price-specification regressions, competitive analysis, etc.)- Demand planning capability build for a PE portfolio firm looking to reduce cost and stabilize operations; built and implemented a statistical demand forecasting model and process to gather customer input to enrich the forecast, and set up an S&OP process and cadence to share with operations for supply planning activities- S&OP implementation for a luxury vehicle OEM struggling with supply chain shortages; supported demand-supply planning activities to maximize vehicle production and profitability, while considering semiconductor constraints - Global supply chain assessment for an industrial product client to identify pain points and develop an improvement initiative roadmap to improve its demand and supply planning

- Supported a German luxury vehicle OEM to turnaround one of its critical troubled plastic interior and exterior components suppliers by identifying opportunities and supporting in the implementation of productivity and quality improvement initiatives across injection molding, paint, JIS assembly, material handling, and direct & indirect material sourcing to achieve $47M in savings- Plant turnaround project at 5 recently acquired plants and 1 DC for a global manufacturer of industrial power tools and hardware, launching productivity initiatives to drive $18M in savings - Turnaround strategy for the European business of a High Pressure Die Casting and Machining tier 1 automotive supplier. Identified $20M in savings across 3 plants, through direct and indirect material cost reductions, operational efficiency and productivity improvements, and a strategic restructuring of indirect and salaried labor.- Operational Due Diligence for a leading PE firm looking to acquire the automotive battery manufacturing and recycling business of a large diversified technology and multi-industrial company- Plant improvement program for tier 1 automotive components manufacturer. Identified $5.7M in savings through initiatives to improve OEE, Lean manufacturing, labor utilization, maintenance and quality.- MRO cost reduction initiative for a Tier 1 automotive supplier. Achieved $6M in savings through Strategic Sourcing and Demand Management techniques of several commodities: safety supplies, catalog items, repair parts, repair services, perishable tools and weld gas

5-Year strategy for a $6B automotive component manufacturer:- Led team to develop a five year strategic plan, focusing on core customers and products- Proposed divestiture of two business, and plant footprint consolidation/expansion plansPlant assessment and improvement strategy for a interiors component Tier-1 automotive supplier:- Led 8 detailed injection molding plant assessments to increase OEE and implement Lean initiatives, and realize $38M savings through a $43M investmentM&A - Acquisition target search and screening for a $2.5B Tier 1 automotive supplier- Worked with client to identify company gaps, define selection criteria, and develop a short list of potential M&A targets that support the company’s 2025 strategy Profitability improvement strategy for a $1B Tier-1 automotive supplier:- Assessed opportunities in pricing, MRO, manufacturing, logistics, and material purchasing- Evaluated plant operations to identify $23M in EBITDA improvement with $14M investmentPlant improvement program for a stamping, welding, casting and machining automotive parts supplier:- Led programs at 2 stamping/welding plants, and 1 HPDC/machining plant over 13 weeks, and identified $10.6M in savings with 8.1M investment- Detailed initiatives to increase OEE, improve preventative maintenance and quality processes, insource secondary processes, and optimize the plant layout and flowSupply chain assessment for a $1B technology products manufacturer- Designed the inventory and production planning model for the MTO business, and developed ABC –XYZ analysis to define optimal inventory levels for the MTS business- Identified logistics savings in utilization (+20%) and switching intercompany freight modesOperational Due Diligence for a PE firm interested in acquiring a $3B business:- Evaluated target company’s direct labor and asset utilization, assessed the manufacturing footprint, and proposed organizational structure for a stand-alone business

- Operations Transformation: Led two teams through the implementation of a preventative maintenance optimization program and new operating model for a leading oilfield service provider. Drove core behavioral changes to integrate operations, maintenance and planning functions to increase operational efficiencies and improve financial performance.- Strategic Sourcing: Led a team to source 3rd party preventive maintenance services for a leading oilfield services provider. Assessed supplier capabilities and price competitiveness through an RFI, RFP and negotiation sessions, and implemented a national sourcing and sustainability strategy, which included 5 new service agreements, KPI tracking and performance reviews.- Company Turnaround: Developed a warehouse and material management strategy for a leading industrial blower manufacturer. Determined optimal inventory levels, introduced a robust material handling and receiving process, and implemented communication processes with critical suppliers to improve inventory accuracy, visibility for production planning and On-Time-Delivery- Automotive Supplier Localization: Created a supplier localization and market study for a Japanese Tier 1 automotive parts manufacturer. Identified 600+ Tier 1 automotive suppliers in Mexico and evaluated them through an RFI on their business, manufacturing, quality and technological capabilities to recommend most qualified suppliers for 12 manufacturing processes.- Supplier Relationship Assessment: Developed a supplier risk framework for a leading data storage device company. Reviewed the client’s material supply base, identified critical factors increasing risk and created a supplier viability and criticality identification framework to categorize key relationships and define actions for improvement.

• Developed a growth strategy proposal to escalate the services and parts business in Mexico• Evaluated Mexican Wreck Repair workshops to optimize operations and improve customer service• Led the SWAT team to analyze the DVP (Differential Value Proposition) initiative, create a decision making framework, and propose ways to use customer insights to create value for all stakeholders

• Performed extensive negotiations with suppliers to control skyrocketing raw material prices, avoiding a 14% increase in the turf yarn price and establishing a 12% lower price formula for our polypropylene carpet yarn• Applied statistical analysis to forecast demand and purchase in advance, avoiding a 7% price increase in polyester fiber and achieving more than $120K in savings for the company• Managed relationships with key suppliers and established new commercial partnerships to create competitive advantages through purchasing innovative products

• Led a cross-functional team of 15 key matrixed employees and 8 consultants to implement an ERP company-wide• Negotiated the initial price proposal by 58%, reducing it enough to meet the highly restricted budget, while maintaining the project scope, and obtain corporate approval for the investment• Executed the project in 4.5 months, a new record in time and cost for any of ALFA’s other subsidiary implementationsSAP Implementation (SD, MM, PP, FI, CO, BI-BO)

• Led a strategic restructuring during the creation of a call center, reducing 21 agents distributed across 5 locations in Mexico to 10 agents centralized at Monterrey, selecting qualified staff and hiring and training 6 new employees• Supervised 14 employees across 3 departments, aligning team’s focus to company goals of price and sales administration, samples administration and customer service• Standardized processes to achieve a 96% service level, an answered calls indicator that is typically benchmarked at 85%

• Coached and empowered 4 employees to maintain optimal inventory levels, contributing to a lower working capital and assuring sufficient raw materials for production and final goods to satisfy customer demand• Directed the sales and operations planning process (S&OP), to achieve consensus on a single forecast and alignment on order prioritization to assure customer service

• Introduced a revenue and volume Excel-based forecasting model at product level, and initiated information sharing with the operations team to increase the accuracy in predicting manufacturing volume and material purchases• Revolutionized the sales people access to information by creating automated and digested excel reports, enabling the team to make customer and product profitability analysis

• Designed and directed the Warehouse Management System (WMS) reconfiguration, while also working with the cargo team to optimize movements, reducing loading time by 62%