Managed the procurement unit of the company, a Procure-to-Pay process for shopping centres operation in different countries, with more than USD 130 million of annual spending. Coached managers and teams within the unit. Conducted communication and relationship with other departments.Devised a new procurement strategy, focused on quality and optimization for the services supply, promoting strong collaboration with operation units. Created the procurement projects area, incorporating CAPEX project into the scope of the unit. Spending under management increased from 10% to 90% in 6 years.Launched an automation strategy for the payment process, reducing manual tasks from 80% to 20% and allowing an increase in the Payment on Time Index from 60% to 99%.Coordinated several M&A implementations for procurement and shared services processes in Chile, Perú and Colombia.

Designed a cost reduction strategy for services supply in shopping centre operations across three countries. Enforced strategic sourcing and category management models. Guided category managers and buyers to propose business operation improvement and to manage spending of over USD 40 million annually (OPEX).

Analysed back-office centralization and recommended the execution of the project to senior management as cost reduction strategy. Coordinated the transferring of functions from different countries and divisions to the shared services centre. Back-office headcount decreased, endorsed by process standardisation and automation.

Promoted a strategic sourcing and centralised procurement model to facilitate a cost reduction strategy for the supply of construction materials. Negotiated major contracts and coordinate buyers across sites — managed spending of over USD 23 million annually.

Conducted research and analysis of the South American automotive markets to support senior management in business planning and negotiation strategies with factories and wholesalers.