Enterprise Agile Coach in the WW Digital transformation of APTIV working with a team of Agile Coaches and professionals in different parts of the world to address the: • Cultural change. • Strong delivery of high performance Agile teams. • Transform the organization mindset from project to product focus. • Ensure Agile scalability success

Assessment made for Agile implementation

Enterprise Agile Coach working for Palo IT in the Lean-Agile transformation of Seguros Monterrey New York Life (SMNYL). My role is to design strategies for the lean-Agile transformation and guide the organization to new stages of agile practices and culture.

Enterprise Agile Coach in the Digital transformation of BBVA Bancomer Mexico working with a team of Agile professionals to address the: • Cultural change. • Strong delivery of high performance Agile teams.• Transform the organization mindset from project to product focus.• Ensure Agile scalability successIThe transformation has been oriented to reduce the time to market of products in all areas of the bank. This has been achieved by focusing the organization and changing their way of working and avoiding the waterfall multiple traps that capture many"wanabe Agile" organizations.

Enterprise Agile Coach in the Digital transformation of BBVA Bancomer Mexico working with a team of Agile professionals to address the:• Cultural change.• Corporate alignment.• Development of Agile projects in the value stream.• Participants roles and profiles strategy.Coaching Software and non software development teams. Coaching Scrum Masters, Product Owners and Development Teams. Delivering oriented Agile workshops to the organization. Working with teams to develop product and portfolio alignments. Working Iteratively and incrementally through the organization to escalate transformation successfully.Organization Product Increment Quarter Planning. Experience working with Trello, ALM sofwae like Jira and RTC.The BBVA transformation is a WW project including Spain, Mexico, Colombia, Argentina, Peru and Chile

• Continuous Improvement Hard and soft savings for 14.4 MUSD in the 2013-2015 period.• 600+ trained people in Lean Six Sigma / Agile in the 2013-2015 period.• Local and International Lean Six sigma trainer.• Organizer of Continuous improvement and Learning events.• Developer in Rational Team Concert of a World Wide project/skills database..• Results and plan presentation to higher management (Senior Vice Presidents).• Leader/Coach of 15+ projects..

• Professor for Digital Signal Processing, Telecommunication Systems, Transmission Lines Analysis and Design. • Developed Learning Material and Methods• I was able to interact for 5 years with privileged minds and spirits and learn from them.

Introduced New Products (NPI) to Contract Manufacturers. Pilot runs (DFMA) Design For Manufacturing Assessment of each new product, Issue log and follow up for product, process, people and fixtures/machines. CARS Costumer Action Requests for discrepancies. (FMEA) Failure Modes and Effects analysis for product development and operations management. Analysis of failure modes within the printer system for classification by the severity and likelihood of the failures. Made Contract Manufacturer periodical evaluation assessment. Monthly production forecast negotiation with the contract manufacturer including scenarios and what if analysis. 24/7 availability and full support for process/product problems. Made engineering changes implementations (ECN) through pilot runs and tracking log. Supported quality problems and reworks on the contract manufacturer site and on the warehouse in Memphis Tennessee. Green Belt.

I was in charge of planning the project, (POS) Project Objective Statement, project approval, kickoff and tracking and managing through closing the project. My core team consisted of 25 people from procurement, process and product engineering, finance, tooling injection molding, design engineers and packaging. The extended team consisted of contract Manufacturers, dispersed geographically. I was in charge of three complete project cycles. I was trained in PMI methodology for Project Management and Program Management in two separate courses.Followed the Program Management Methodology to exceed stakeholders expectations by balancing competing demands like: scope, time, cost and quality.

I started at a contract manufacturer 4 printer assembly lines with 72 stations each working 3 shifts from Knowledge transfer from the Design Center in Vancouver WA. I developed the process instructions, visual aids, pokayokes, kanbans and a special fixture for pilot runs, ramp up and normal production for all different printer models. Trained the workers and certified them for production. The original cycle time was 30 seconds per printer and after 6 months of process improvement (Kaizen) we reached 25 seconds per printer. This 25 seconds milestone included a higher quality metrics, less scrap and two workers less per line per shift roster. This was achieved by analyzing every single operation with Process Improvement and Management tools like defining the current ”IS” and implementing the “SHOULD” process, R&R and standard time, along with new SMED strategy for changes of different product mixes that were increasing in frequency, 5S, leadership, change management strategies and cross training for all workers in all stations. I also started the printer assembly for a sister plant in Sao Jose dos Campos, Brazil with the same characteristics and with also excellent results. My team consisted of Engineering Manufacturing Leads in every shift that were on top of events and reported me findings/problems or solutions.

Total Productive Maintenance (TPM) Implementation Engineer: I made the TPM introduction, training, deployment through the Kodak color film manufacturing organization. I improved machine availability through better utilization of maintenance and production resources by 30%. This was done maintaining the plant or equipment in good condition without interfering with the daily working process. I used people skills to stimulate the daily awareness and involvement of all employees. Responsible for developing the downtime software control. Implemented a SPC (Statistical Process Control) in a critical quality area. ISO 9000 standard application and 5’S implementation. Increased production efficiency by 12% and worked in a capacity increase of 50%. I was In charge of the maintenance group consisting of 27 technicians working 24/7.