Leading systems, people, and processes for a program focused on Resource Projects, overseeing two major initiatives: the KM Mining Project (USD 900M) and the Antofalla Program (USD 2 billion). My management emphasizes technology selection, engineering and construction development, scheduling, cost control, vendor management, cultural integration and business planning.Antofalla Program Leadership: Fully accountable for key technical deliverables, business case development, safety, scope, schedule, and cost management for the Antofalla Program, which encompasses five projects:1.- Exploration Campaign Project: On-site drilling and resource modeling.2.- Direct Lithium Extraction (DLE) Project: Technology development, selection, and testing for Antofalla brine, focusing on brine quality analysis from various wells within the Antofalla Salar and understanding the implications of brine composition on DLE technologies.3.- Land Acquisition Project: Expanding properties around Antofalla Salar while analyzing resource quality, location, and potential.4.- Conversion Plant Project: Conducting a pre-feasibility study and business case for the conversion plant, providing technical input on future production, non-process infrastructure needs, and DLE options for the Antofalla brine in Argentina.5.- Non-Process Infrastructure Project: infrastructure pre-feasibility studies to design and build a DLE plant and conversion facility.Projects Management: Overseeing technology challenges, technical inputs, planning activities, and stakeholder feedback across all Resource Projects.Collaborative Leadership: Providing a comprehensive project overview to the leadership team while working collaboratively with multiple workstreams, including Technology, Capital Projects, Operations, HR, Supply, and External Affairs.Mining Project Restart: Successfully delivered the early phases for the restart of a mining project with an estimated capex of USD 800 million to 1 billion.

Deputy Project Manager, Major Projects, BHP – Minerals AmericasLeading a program of 3 projects (USD ~2 billion) with technology, processes and cultural challenges.Copper Transportation Project (US$196M): Responsible for replacing and preparing train equipment and lines to transport concentrate from mine to port. Led the Transportation Software Project by developing technical inputs and integrating the marketing area’s needs. Successfully identified misalignments in technical specifications early, avoiding 10% of contingency utilization and preventing a late curve increase of 2%.Desalination Plant (BOOT Contract - Build, Own, Operate, and Transfer) (US$1.5Bn): Oversaw the entire project scope, including engineering, construction, commissioning, contracts, and project control. Maintained budget alignment with only 2% of the contingency utilized. Implemented a safety strategy that increased field observations by 20% and reduced hazardous incidents by 15%.Port Construction Project (US$299M): Managed the construction of facilities for container handling and storage systems to deliver copper concentrate to vessels. The project consistently remained ahead of schedule, with a 5% advancement throughout. Achieved zero safety incidents.

Integration Manager, Non-Process Infrastructure (NPI) Major Projects, Minerals Americas, BHPLeading systems, people, and processes for a program focused on Infrastructure Projects within BHP Chile’s Copper division, with an annual Capex spend of US$1 billion and 3,000 FTEs. My focus was on integration in analysis and improvement, engineering and construction deliverables, business planning, culture, and communications.Productivity Improvement: Achieved an 8% increase in productivity, resulting in reduced personnel exposure and a decrease in reported hazardous incidents.Budget Reduction: Delivered a 12% reduction in budget through productivity enhancements identified within engineering, construction, and commissioning.Inclusion & Diversity Champion: Led Inclusion and Diversity initiatives and culture workshops for the project team, preparing content, activities, and planning for over 200 participants, along with managing internal communications and alignment.

Producing 8% of the world’s copper supply, and with a workforce of 13.000 employees and 30.000 external contractors, I was the lead business partner of the HR function, providing strategic HR advice for main functional areas, including Finance, HSE (Health, Safety, and Environment), Legal, Corporate Affairs, Compliance, Marketing, and Projects, working closely with Vice-Presidents and their leadership teams.• Lead the Flexible Work Project for the whole Copper division (Minerals Americas). Following a year and a half of focus groups, stakeholders management, legal review, safety checks, secured Minerals Americas President Championing Flex Work in the industry and country. EPS results increased 6% for areas adopting Flex Work Policy. Enabling the Inclusion & Diversity strategy of the Company, aligned with global and local practices.• Employee Perception Survey (EPS) averaged 82%. 3-5% increase over the previous period, especially in areas related to Inclusion & Diversity.• Part of SuccessFactors Project Implementation, training more than 500 leaders on the tool features and new ways of working.

With a CAPEX spend of US$20 Bn through the period, in projects such as new Copper Concentrators, Water Desalinization Plants, Mine Truck shop, among others, led the HR Team to achieve the company’s People Strategy.• Inclusion & Diversity rate increased from 10% to 14% within 2 years.• Talent Management process conducted for over 800 employees including development plans, training, and career mapping analysis, connecting Inclusion and Diversity initiatives and programs to development actions, with 83% of plans completed during a 4-year period and a 20% increase in female leadership representation.• Organizational Design Project, leading the change management strategy and a team of 5 professionals supporting the transition to a new way of working and execute more than 600 people movements with about 1.800 org transactions related to the massive transformation.• Redeployment initiative, with more than 95% of the employees (800 FTE) placed in new roles.• 0% of voluntary turnover.

Training & Org. Development Lead, Base Metals North America, BHPPinto Valley Mine Restart Project - Recruitment and Training of Professionals, Operators, and Maintainers.• Lead Talent Management Process for more than 200 people, mapping Inclusion and Diversity key elements, developing, monitoring, and executing initiatives to support gap reduction.• Lead Training Project team through definition, planning, and coordination of Safety, Technical, Leadership, Inclusion and Diversity, and 1SAP System training for more than 1.000 people.• Obtained USD900.000 training reimbursement from Arizona State, achieved in 2012/2013. First time having HR as a revenue stream.

Human Resources Business Partner, Major Projects, Minerals Americas, BHP With 15 projects in Study Phase, a total Capex of US$20 Bn, led the HR Strategy to support the business as necessary.• HR Strategy Project design and execution, to retain, train and develop the right professionals to deliver the Projects Pipeline. Less than 1% attrition.• Inclusion and Diversity Champion, supporting many initiatives, such as Female Leadership Program, Graduate hiring program to incorporate fresh view into Project teams, Technical mentoring Program, allowing experienced professionals to share their knowledge with younger professionals, among others.• Hiring 450 professionals in less than 2 years, making sure female and/or young candidates were part of the shortlist to enable Company Inclusion & Diversity Strategy.• Lead the 1SAP Project Implementation for Major Projects unit. Performing testing and enabling team performance through demanding project activities.• Approximately 20 salary proposals per month.

• Design and implement a Rewards System Project for salary proposals, resulting in a 40% decrease in approval time. • Administration of 1.500 employees’ benefits, 25% increase in companies offering discount benefits to employees.• Health and life Insurance negotiations, 7% decrease in company cost.• 12% decrease of difference between max and min salary in the same HAY grade, for employees that belong to different companies in the group increasing internal equity across the board.

Organization and Development Engineer, Lafarge Chile • Performance Management System Project Design and Implementation for about 1.000 employees.• Recruitment of 412 employees in 2008, with an average of three interviews per selection process.• Definition of a new recruitment policy.• 0,7% decrease in staff attrition.