- Plan and execute budgeting process and long-term projections within the B2B business unit.- Create and present monthly financial reports to finance and business top management.- Act upon business unit financial requirements and performance.

- Led transaction on the seller’s side of FEMSA’s full acquisition of NetPay. Headed due diligence process and fulfilled data requests including financial statements and projections, key performance indicators, and contractual financial calculations, among others.- Oversaw vendor due diligence performed by KPMG. Findings were used during the acquisition process.- Create financial projections and the company’s annual budget, as well as address deviations from the budget.- Generate monthly operational and financial dashboard for top management and report financial performance to NetPay’s new corporate entity (FEMSA). Serve as financial liaison between NetPay and FEMSA.- Prepared materials for and attended NetPay’s Quarterly Board Meetings (meetings were no longer held after acquisition process).

- Together with two collaborators, coordinated an equity funding round. Created, collected, analyzed, and handed financial, sales, and operative information to General Management and potential investors.- Analyzed customers’ profitability and modified pricing schemes, which increased by 3.2% the gross profit of the business unit with the highest sales volume (76%).- Developed Excel simulator (still in use) to assist NetPay’s salesforce in assessing potential customers’ profitability.- Designed incentives model (still in use) for sales agents and was responsible for calculating and authorizing payment of incentives.- Led project to redefine and track key performance indicators that enable global and business unit performance assessment. Indicators have allowed the business to identify opportunities for improvement and act accordingly.

- Together with two coworkers, analyzed, reclassified, and updated the Internal Control corporate department's inventory of 1,000 global control activities.- Proposed design for global electronic platform for review and update of corporate and local control activities. Platform would serve as only source of control activities worldwide.

- Engaged in the design of a manufacturing execution system developed in JD Edwards. Defined process parameters and flows, executed pilot tests, and, together with an international team, established the global standards for the model. Annual savings in Mexico were estimated at 0.8% over the operating margin. The model would be reproduced globally upon completion.- Managed and implemented nationwide project on lot number tracking. The project allowed Praxair to comply with a new federal regulation overseeing the selling of medical products (20% of sales volume).

- Together with a team of three people, supervised 36 shift operators through production planning, priority assignment, and personnel training. We achieved the highest process indicator of output per man-hour of the 16 facilities in Mexico.- Collaborated in the expansion project of a production unit and was appointed head of the unit upon project completion in order to guarantee the new operation’s continuity.

- Fulfilled theoretical and practical training for the Shift Supervisor position. The program implied rotation among different operative departments in the company (manufacturing, quality assurance, distribution).

- Identified sources and quantified volume of packaging scrap.- Proposed solution to diminish scrap. Pilot program to be executed after internship was concluded.