Accountable for defining, planning, orchestrating and delivering various strategic initiatives within the region; ensure end results are of the highest caliber with a clearly articulated scope and quantifiable business benefit; define the most profitable revenue stream for each of the strategic projects; direct project in size, complexity involving internal and external constituents and matrix partners; manage scope to ensure commitments are achieved within agreed on time, cost, and quality parameters; develop communication plan and interfaces to execute on responsibilities; serve as a subject matter expert in routinely briefing key stakeholders on different aspects of assigned initiatives represent the project in various project governance and inter-department forums; define and track project milestones while developing, maintaining and reporting on an overall integrated delivery plan; develop the project charter, integrated project plan, resource plan, contingency plan, and related project management artifacts; publish periodic project status reports; and propose recommendations and adjustments when needed.

Senior representative for Oil Products (Lubricants) business division (Downstream) in Venezuela for Royal Dutch Shell. The LSDR (Local Senior Downstream Representative) is the responsible for Lubricants business in Venezuela, including manufacturing, distribution and commercialization in the country. ~180 employees, from plant operators to sales representatives forms the organization. Shell’s lubricant business in Venezuela was around USD 150 mln/year (revenues). The Sales Manager main responsibility is designing, developing and executing the strategy of the business in the country, in order to achieve/exceed business goals. 7 regional sales managers, 2 BDM (Business Development Manager) and 2 Indirect Channel Excellence Manager reports direct to the Sales Manager in both countries. LSDR is responsible for engaging external stakeholders such as government officials (while representing the company in many instances). Through setting breakthrough business strategies (focus on consumer’s market, RTM effectiveness and operational efficiency), the business was able to double profitability in 2 years as well as position Shell (Venezuela) as the top brand among IOCs. All of this carried out under a highly complex business environment (Venezuela).

Design and execute strategic plans in order to maximize business results (volume, market share and profitability) in all Kraft’s categories (5+ categories and 10+ brands) in the most important trade channel in the country (around 31% of sales country wide). Develop and execute trade plans with Key Accounts in the country. Coordinate a team of 34 people (9 direct reports). Responsible for an investment of US$ 3.2 million. Main result detailed as follows:• Delivered a business growth of US$ 75 million in 2 years through best in class sales execution and maximization of business development fund.• Maximize product introduction by implementing effective planning process to drive distribution of new products in 1 months (covering 300+ direct customers).

Design and implement strategic plans while also coordinating and providing direction on product and marketing initiatives execution by trade channel. Responsible for national volume and market share growth for Pantene, Head & Shoulders, Pert and Herbal Essences. Responsible for an efficient investment of US$ 1,6 million in market development funds. Coordinate a multifunctional team of 8 people to achieve business goals. Some of them detailed as follows:• Developed the strategies by trade channel to successfully introduce 17 product line extensions and 4 brand restages for: Pantene, Head & Shoulders, Pert Pert and Herbal Essences. As a result, P&G grew 6 volume share points and 10 value share points, giving to the company the record high ever in both volume and value share.• Led an important improvement in service levels and initiative planning to the Sales organization through driving alignment and an unprecedented and solid team work with the Global Business Unit. I designed a planning process that allows te company to improve pre-work quality with key customers. As a result of this, it was implemented throughout the company a detailed way to make successful brand restages (hard conversions in less than 3 weeks).• Led the ultimate designing of shelving strategy to the trade in Hair Care category. Hair Care category is the most complicated category in the market, with 500+ brands, almost 50 versions, and at least 40 companies. This plan improved the shopping experience in the market, developing differentiated solutions to each trade channel (CSM, Pharmacies, Perfumeries, etc). The plan was developed with a multifunctional team (marketing, consumer research, Caracas innovation center, sales, finance). This plan allowed us to gain US$ 5 million in sales for P&G brands in one year.

Develop joint business plans with regional key accounts. Guarantee best in class executions for every product launch and marketing initiative in 150+ customers. Responsible for an efficient investment of US$ 2 million in business development funds. Coordinate a 5 people team (Zulia-Falcon) and 4 people team (Lara/Trujillo/Mérida) to achieve business goals.• Developed joint business plans with each account in order to drive alignment and focus on key business drivers: Out of stock reduction, shelf spaces in line with market share, best in class in store support for our all key categories. As a result of this, the business units grew:o Zulia/Falcon: 30% by the end of year 1 and an additional 20% by year 2.o Lara/Trujillo/Mérida: 10% by year end.• Redefined sales representative customer coverage in order to optimize customer service, as well as handling and quality of their inventory levels.

Guarantee best in class distribution and visibility for all P&G brands in every assigned zone. Responsible for an efficient investment of business development funds.• Zones covered over those 3 years: Barinas, Portuguesa, Lara.• Channels covered: Perfumeries, Supermarkets (Chain & Independents) and Wholesalers.• Last year (2000): Developed training plans to new hires in sales department, and special assignments as wells as designing of tracking scorecards to sales representatives.