Achievements:o Annually average food cost below the 29%.o Annually average auditory of quality over 93%.o Average monthly sales increase 12% compared to the previous year.o Reducing the rate of employee turnover by 26% compared to the previous year.o Improve the rotation of goods in each restaurant, reducing short/over stocks amongthem.Functions performed:o Line manager of 10 fast food restaurants.o Manage an approximated Head Count of 100 employees (Including:Managers, chefs, waitresses, cashiers, etc.).o Head of the operation team responsible of the 40% of the total incomes of thegroup.o Coordinate logistics operations for some goods.o Biweekly review of the payroll and authorizing extra payments.o Present the results of weekly operations to the directing council.o Ensure that each of the restaurants operate properly.

Achievements:BSC (-Balanced Scorecard- implementation tool to measure performance of the overall objectives through specific tasks) Project leader.o Planned implementation time 4 month, on service for 4 years.o Achievements since implementation: - 3 years consecutive were getting the best result comparing the 7 stores of the chain (2010-2013). - Financial perspective growth of 8%, (2010 – 2011). - Customer Satisfaction perspective growth of 18% (2010-2011) and 21% (2011-2012). - Operation Perspective growth of 9% (2010-2011) and 11% (2011-2012). F&R (-Forecasting and Replenishment- An automatic tool that replenishment and supply all the products required) Project leader. o Planned implementation time 2 month, on service for 2 years.o 80% target (2011-2012) fulfillment 3%, over target.o 90% target (2012-2013) monthly fulfillment average 98%. PLAG (-Protocolo de Aseo y Limpieza General- a manual for hypermarket equipments cleaning and maintenance) Autor.o Project implemented in 7 Jumbo Hypermarkets, 6 Jumbo Express and in process for 14 CCN group stores.Functions performed:o BSC Project leadero F&R Project leadero Line manager of 5 departments chief, 16 supervisor and 485 base employees.o Manage an average annually budget sales of 70MMUSo Manage the operation team responsible for the 50% of the incomes of the format.o Present monthly the Operation results: Sales fulfillment vs budget, expenses, marketing strategies for the next month, BSC and F&R results, productivity of manpower and benchmarking of competitors. o Control the stock inventory below the 20% in storage and 80% inside store.o Manage overstock for special seasons maintaining the line of distribution between storage and the point of sales; it can be increased in 200%. o Daily analyze departmental sales compare with other periods. o Control the inventory losses below 2% compare with month sales.o Analyze and detect improvements of SKUs.

Achievements: o Reducing losses expiration 2%.o Point of sales was optimized 15% eliminating obsolete references (SKUs)Functions performed:o Lead the department responsible of 50% of total income of the store.o Analyze the orders made by supervisors in SAP.o Ensure compliance with all product categories.o Develop and implement action plans to achieve higher sales volumes.o Perform BSC shafts for the department.o Ensure the proper rotation of merchandise.

Achievements:o Successful logistics and operational coordination of "Kilombo Fanta" (2005). Promotion sponsored by Coca-Cola Spain, where we received more than 100 people to live the experience of being 7 days on a deserted island - Cayo Levantado, Samaná. DR -. o Coordination of the annual trip of Winthrop University to ecotourism areas of the country (2003-2006).Functions performed:o Designing and planning all different types of excursions.o Control overall company spending.o Responsible for accounts payable and receivable.o Responsible for the maintenance of all company assets.o Coordinating logistics of each trip.