Responsible for the performance (Top & Bottom) of the commercial area of a new stand alone Mobile Solutions Aftermarket business unit for the Latin America region.

- Established a Vision for the business, determined strategic choices, designed a commercial strategy, and established annual improvement plans, targets and KPIs with a governance system that included priorities, customer support, focused markets, route to markets, digital and brand awareness promoting initiatives - Grew Regional Sales FY18 – FY22 CAGR despite FX headwinds and pandemic related business disruptions while maintaining Operating Expenses under controlo Focused the… Show more - Established a Vision for the business, determined strategic choices, designed a commercial strategy, and established annual improvement plans, targets and KPIs with a governance system that included priorities, customer support, focused markets, route to markets, digital and brand awareness promoting initiatives - Grew Regional Sales FY18 – FY22 CAGR despite FX headwinds and pandemic related business disruptions while maintaining Operating Expenses under controlo Focused the commercial efforts on High performance marketso Leveraged brand positioning in market segmentso Aligned the organization on profitability focus while growing sales volume- Led the business successfully thru the pandemic, cost inflationary periods, and Global Supply Chain disruptionso Sales Volume recovered pre-pandemic levels after 3 monthso Recognized in public market studies as the brand with more communication with end users during pandemic (webinars, reviews & trainings)o Pricing initiatives aligned with cost impacts for timely profitability recoveryo Commercial personnel involved in mitigating supply chain disruptions with distribution network and end users. - Created a culture of High-Performance commercial teams thru the regiono Reorganizations &/or restructuring actions executed thru Mexico & South America that maximized performance at an optimal cost while maintaining motivation- Led the creation and implementation of a commercial improvement performance plan of recent acquisition that realizes the value creation to our company of the targeted business Show less

In addition to previous role's responsibilities- Led the Strategic, Operational and Financial performance of all Supply Chain sites & functions (2014). (5) Sites located in Aguascalientes, MX; Cartagena & Bogota, COL; Lima, PE & Santiago, CL – Direct Responsibility - and in Itatiba, SP. Brazil – matrix responsibility. (6) functions; Purchasing, Customer Service, Inventory Planning, Warehouse operations, Logistics & Foreign Trade.o $140M Distribution centers sales supported… Show more In addition to previous role's responsibilities- Led the Strategic, Operational and Financial performance of all Supply Chain sites & functions (2014). (5) Sites located in Aguascalientes, MX; Cartagena & Bogota, COL; Lima, PE & Santiago, CL – Direct Responsibility - and in Itatiba, SP. Brazil – matrix responsibility. (6) functions; Purchasing, Customer Service, Inventory Planning, Warehouse operations, Logistics & Foreign Trade.o $140M Distribution centers sales supported annuallyo $12.4M Inventory administration & ITO’s improvement (+0.4) o Transportation cost reduction improvement (-2.5% total spend ~$16M) o Service levels and availability improvement: OTD @ 93% (A’s & B’s @ 95%) o Distribution Centers opened in Santiago, Chile; Lima, Peru and in Bogotá, Colombia Show less

- Led the Strategic, Operational and Financial performance of 5 Latin America manufacturing sites. (3) Sites located in Monterrey, MX & in Aguascalientes, MX – Direct Responsibility - and (2) Sites located in Itatiba, SP. Brazil & in Bucaramanga, COL – matrix responsibility. ~ $150M Sales, ~ 1000 employees.- Executed manufacturing strategy to reorganize production sites (product specific) in Aguascalientes, MX and in Itatiba, SP. Brazil. Strategy in MX involved both building a new… Show more - Led the Strategic, Operational and Financial performance of 5 Latin America manufacturing sites. (3) Sites located in Monterrey, MX & in Aguascalientes, MX – Direct Responsibility - and (2) Sites located in Itatiba, SP. Brazil & in Bucaramanga, COL – matrix responsibility. ~ $150M Sales, ~ 1000 employees.- Executed manufacturing strategy to reorganize production sites (product specific) in Aguascalientes, MX and in Itatiba, SP. Brazil. Strategy in MX involved both building a new manufacturing site (125k sqft, $30M Capex, 250 employees) and focusing current site in a specific product line to better serve different markets. Strategy in Brazil involved relocating all manufacturing and warehouse operations to a new single site.- Implemented an operations excellence strategy among the Latin America sites. Strategy involves developing initiatives to implement Lean Manufacturing programs, High Performance teams, Governance Systems, financial accountability activities, technical skills improvements, Lead Time reduction activities, Cost Reduction Programs & Quality Improvement plans for each manufacturing site.o Annual Cost reductions programs of $1.5 - $2.5 Mo Won Donaldson’s Chairmans Cup 6 times (Best quarterly NA Mfg plant execution vs Plan in Safety, Quality, Delivery & Cost)- Led major capacity & capability increase projects. New Plant, Production Lines/Upgrades, facilities, Services. Managing Capex of $5-$15M annually. Show less

(600 employees, 60M usd revenue, Unionized, P&L responsibility, Customers: Ford, GM, Chrysler, VW)Led Plant immediate Operations stabilization. Restructured Plant Management team, established immediate direction and priorities. Implemented a Lean Manufacturing Behavioral Program thru the Plant. (Initiative consisted of implementing lean manufacturing tools to manage the day to day operations and drive leadership behavior among operations personnel and also functional and… Show more (600 employees, 60M usd revenue, Unionized, P&L responsibility, Customers: Ford, GM, Chrysler, VW)Led Plant immediate Operations stabilization. Restructured Plant Management team, established immediate direction and priorities. Implemented a Lean Manufacturing Behavioral Program thru the Plant. (Initiative consisted of implementing lean manufacturing tools to manage the day to day operations and drive leadership behavior among operations personnel and also functional and administrative areas. Plant became one of the top ones in successfully implementing initiative. Specifics involved the creation of Business Performance centers, Production control rooms, supervisors’ centers and maintenance satellite areas.)Led a Quality improvement plan. (Eliminated 3rd party external and internal containment – approx 600k usd/yr. Customer complaints were reduced by 75%, scrap by 40% and achieved < 1 ppm after a year) Led a HSE improvement program. (Recordables were reduced by 60% in one year and an additional 25% a year later. Severity rate in all time lows. Implemented a Behavioral based system)Implemented High Performance Teams thru the plant. (Production areas managed by own direct personnel thru 8 different groups throughout the facility. Each team has a leader and the team owns the administration of its own production area. Operators manage themselves according to the Lean Manufacturing Behavioral program. Initiative took 18 months)Led different labor restructuring actions in 24 months. (2 major restructuring projects that resulted in a reduction of 100 heads purely for efficiency gains in all plant processes. 5 other restructuring projects as a result of economy downturn in auto industry that resulted in a reduction of 200 heads. Other plant wide actions implemented such as: Technical Shutdowns, Forced Vacations, Union contract changes for more flexibility on labor, discretionary spending control and full compliance to variable cost conversion to Sales levels) Show less

Managed automotive manufacturing operations (2 sites) of machining and assembly for Drum Brakes, Disc calipers, Parking Brakes, Master Cylinders as well as Ecoat and Plating processes. (50% increase in production in 6 months. Production ~ 125k brake units per week. Customer PPMs ~ 25. Schedule Adherence > 93%. Scrap < 0.7% Sales. Customers: GM, Ford, DCX, Dana, AAM, Visteon.)Managed the launch of new brake programs (Front & Rear Calipers DCX JK, KA - Assembly and Machining; 30k… Show more Managed automotive manufacturing operations (2 sites) of machining and assembly for Drum Brakes, Disc calipers, Parking Brakes, Master Cylinders as well as Ecoat and Plating processes. (50% increase in production in 6 months. Production ~ 125k brake units per week. Customer PPMs ~ 25. Schedule Adherence > 93%. Scrap < 0.7% Sales. Customers: GM, Ford, DCX, Dana, AAM, Visteon.)Managed the launch of new brake programs (Front & Rear Calipers DCX JK, KA - Assembly and Machining; 30k brakes per week; $35M Annual Sales) and intercompany transfers (Parking Brakes Assembly and Machining for DCX, GM, Ford; 55k parking brakes per week; $50M Annual Sales). (Customer PPMs ~ 10-20. 100% Delivery Rating)Negotiated Collective Bargaining agreement with Union (Implemented 2 tier for salary and benefits for new direct personnel; Changed shift patterns (126 net hrs/ week); Net Salary and Benefits increase < National Average; Changed direct personnel promotion system - Leadership, not seniority)Started implementation of Self Directed Work Teams (Developed & implemented group leaders - Direct Personnel - in assembly and in machining areas. Growth less dependent on Indirect personnel) Show less

Led Divisional Project focused on determining a global strategy to improve and standardize the production planning systems, the shop floor control systems, the key performance indicators, the information systems, the logistics for Europe and North-America and the indirect and maintenance functions (Lead a strong team of 15 key people from all the plants all over the world. Project carried out along with the consulting firm Roland Berger during 3 months. In charge of the consulting firm… Show more Led Divisional Project focused on determining a global strategy to improve and standardize the production planning systems, the shop floor control systems, the key performance indicators, the information systems, the logistics for Europe and North-America and the indirect and maintenance functions (Lead a strong team of 15 key people from all the plants all over the world. Project carried out along with the consulting firm Roland Berger during 3 months. In charge of the consulting firm selection process and of the first phase of the project: Determining the strategies for the areas explained above and the roadmaps for all regions) Led Coordination with Leadership team to define a Manufacturing Strategy for Western European and LCC Plants (Footprint analysis, investment opportunities, restructuring costs evaluation, LCC production transfers & Technology choices)Managed Closure of Valve Manufacturing Plant in Birmingham, UK. (180 people, managed coordination with involved plants in Czech Republic, Brazil, Thailand, France and UK to close in 4 months after announcement. No interruptions to customers. Plant to close March 31st, 2006)Led Process Technology Projects and promoted technical best practices and industry benchmarks (8 projects identified with potential hard savings of $1.1M per year and Capex avoidance of $5M in next 2 years. Launched a web based system to exchange/promote ideas on process improvements and standardization. Promoted technical exchange meetings with Japanese partners, Developed & Strengthened technical partnership with University of Sao Paolo in Brazil)Managed Capital Expenditures program for 15 Manufacturing Plants Globally ($40M in Capex per year, Maximized return on investment given different opportunities with Leadership team - < 2 yr payback. Promoted & developed LCC capital sourcing) Show less

(130-150 employees, 25M usd revenue, Unionized, P&L responsibility, Customers: Ford & Briggs & Stratton)Developed Manufacturing Strategy for the plant. (New technology, Resources, Product lines & Process optimizations)Eliminated Labor intensive departments ($3.0 M in annual cost reductions) & increased productivity levelsRestructured Salary & Hourly workforce (25% personnel reduction, more production volume)Focused Plant on cost competitive manufacturing… Show more (130-150 employees, 25M usd revenue, Unionized, P&L responsibility, Customers: Ford & Briggs & Stratton)Developed Manufacturing Strategy for the plant. (New technology, Resources, Product lines & Process optimizations)Eliminated Labor intensive departments ($3.0 M in annual cost reductions) & increased productivity levelsRestructured Salary & Hourly workforce (25% personnel reduction, more production volume)Focused Plant on cost competitive manufacturing processes (Low labor, high volume, better financial results)Managed Plant Closure (On budget, Negotiated closure agreement with Union, Maintained uninterrupted customer supply, managed transferred of assets, coordinated environmental activities and final closure of financial books) Show less

Elaborated a Purchasing Localization Plan involving risks and benefits of new sourcing decisions, components engineering testing and customer approvals. Operations Project Leader of a US TRW Plant Closure project. (Samples & Ramp up timing charts, Capex requests, Follow-up meetings, Sales Dept interaction, Bank planning, UAW data, Capacity Analysis, Product transfers tracking tools, Financial & logistics analysis)

Led transfer activities of a product line’s operations from Providence, RI, USA to Mexicali, BCN, Mexico. (Layout redesign, Materials Management, Inventory management, Process Flow, Quality Control, Customs, Customer Approval, Personnel selection and cost accounting.)

Created and implemented spare parts sales process. ($300K sold in 5 months)Coordinated On-site Power Transformers installations

Started-up Production Engineering department (Brand new plant, managed new building contractors bidding process, developed departmental working and environmental procedures – QS-9000 & ISO-14001) Coordinated the transfer of 3 Japanese manufacturing processes from Japan to Mexico. (Plant layout, production process, machinery selection, installation and start up). Reached 0.15% defective ratio and 85% efficiency in 3 months – Assembly.)

Supported New Product Launches and Corporate Initiatives.(Programmed painting robots and developed QS-9000 procedures for plastic parts painting area)