Responsible for the HR Service Delivery in Mexico, Colombia and LatinCentro.Increase of the HR Ratio per Employee in 60% with a reduction of the HR Cost in the business units of 31% in a 18 months timeframe.Lead +300 HR practitioners of the following functions; Recruitment and Selection, Training and Development, Personnel Administration, Compensation and Benefits, Payroll, Internal Communication.Manage a Service portfolio of +250 deliverables across two Regions.Delivering HR value to the company with an advance GBS Model to +25,000 colleagues across all regions.

[] Employee Experience – Design a framework to interconnect the entire enterprise to deliver holistic end-to-end services to the Employees to improve how services are consume in the organization while wining internal efficiencies in the areas providing such services.[] Transformation of regular back-office processes to back office services.Design and enablement of Service Management framework to ensure consistency and standardization of services provided to the enterprise, with the foundation of a Service Catalogue, Performance and service costing. This for the following areas across geographies: Finance, Accounting, P&IT and HR.[] Design, enable and manage the Performance Model (Performance Indicators, SLAs, OLAs) for outsourcing suppliers in CEMEX for the following processes: IT, Finance, Accounting and HR in CEMEX business units in EMEA, Asia and America regions.[] Re-Launch of Global Business Services in the Company within an outsourcing scheme.

Design, implement, and lead CEMEX HR Services model in America and Europe. Generated a $4.2M USD savings due to the operation and management of the HR Services Model on a global basis; Service portfolio includes: Payroll, personnel administration, compensation, benefits administration, HR planning, Development, engagement, change management, communication, Health and Safety, all this supported by a self-service, assisted service and expertise centers.Design and implementation of the Transactional Operation Model for the CEMEX Shared Services, portfolio includes: accounts payable, travel expenses, and help desk. The savings generated were of $500,000 USD.

PMI CEMEX HR vs. RINKER new acquired company at that time:Participation in the HR Team for the Rinker PMI Analysis in order to challenge our current HR Model (Planning, development, compensation, personnel administration, payroll) and compare it against the Rinker Model.

HR Shared Services Model and Service Portfolio Definition: I participated on the definition exercise, leading and participating in conversations between the Business Units stakeholders (VPs and Directors) and consultants. It was a great experience for me because I was looking for a position that focus on the functions I'm more interested and passionate which are: HR, IT, Processes, Commercial, Branding, Change Management, Shared Services.Some of the specific functions during this implementation were:- Accountable for the design, building and implementation of the HR Services Model as a global basis in the organization (Self Service Portal, Kiosk, Chat, Assisted Service, Expertise Centers, Profiles, Roles and Responsibilities)- Responsible for the HR Services CRM team for Americas and EMEA and the KPI´s dashboard- Launch of HR Global Business Services in the Company.