Global leader in tool and mold indudtry, providing Design, Build, Manfacturing, Maintenance and Repair of Plastic Injection Molds for Automotive Industry, 2 buildings site.Reporting to General Director improve HR practices, policies and procedures in preparation to reach a world class level along with the business and company growth.Achievements:* Implementation of KPI's and metrics for HR & EHS* Great Place to Work Certification 2023-2024

PSMA CamshaftsReporting to the CEO/General Director re-define, enhance and implement the HR organization and processes in order to prepare the organization to succeed in a grow phase form a start-up into a high volume manufacturing site.Achievements: • Implementation HR Policies, procedures and processes aligned to the Corporate guidelines and plant necessities• Certifications IATF16494, ISO14001 and ISO45001 without non-conformances for HR• Design of HR KPI's and reports • Implementation of Work Environment Survey and action plan for improvement.

Human Resources and Administration General Manager 04/17 - 11/20Human Resources Manager 08/15 - 03/17Reporting to the General Director with 6 directs reports for the Human Resources, IT, Indirect Purchasing/MRO and Facilities management departments, responsible for the motivation and goals achievement, budget and results accomplishment and make the processes more efficient. Automotive Tier 1 & 2, 2 buildings and 1,010 employees for harnesses and breaks system assemblies production.Achievements:• Turn over reduction up to 0.7% and Absenteeism to 0.31% by people awareness and compensation practices negotiation to be linked to these individual indicators accomplishment• Achieve >1,000 days without lost time accidents by re-orientation of Safety area to become “part of the solution”• Increase to 86% employee satisfaction by getting all areas involved, implementation of improvement plans and wide communication increase• Improvement of talent attraction and engagement trough a successful launch of the Trainees program and implementation of Development, Career and Succession Plans.• 10% cost reduction on the building maintenance by effective negotiations and new suppliers development• $500K MXN of annual savings on indirect purchasing through increase of bidding processes and prices negotiations

Reporting to the Plan Manager, with 4 direct reports, responsible for the full implementation of the Human Resources department in order to evolve the company from a Shelter into a Legal entity. Automotive-Electronic manufacturing, >1,800 headcount, production of electronic switches and plastic components.Achievements:• Development of the HR manpower policies and procedures• Successful launch of HRIS & Payroll system Tress• Successful transference of HR operations from Shelter into legal entity through employer substitution• Launch of HR KPI and Metrics (LTC, Turnover, Absenteeism, Training, On time hiring)

Five business units electric motors plant, 900 employees facility.Achievements:• 30% to 67% Increase on Catering services satisfaction through improvements on the administration plus employees and union involvement• 12% to 0.8% Turn over reduction by improvement on supervision practices and better services for the people• 30% to 5% Outsourcing turn over reduction through standardization and enhance of their processes

Main multi-site for Gabriel NA, > 1,200 employees dedicated to manufacture of Shocks, Struts and Exhaust Achievements:• 0.94% a 0.61% reduction on the Lost Time Case rate by establishment of programs to recognize risks and implementation of preventive actions• Reach a 3% salary increase negotiation with the Union through creating a better relation with the Committee and the CTM that generate confidence and cooperation• 100% of Corporative Ethics training and certification in 3 months for all employees

Mobile phones and electronic devices manufacturing facility up to 1,700 employees in 24 hours/7 days pattern of operation, 3 different business units. 21 people staffCreate and maintain stability as well as generate and keep updated the processes, procedures, documentation and work methods. Lead the growth phase, up to 400 people hired in a week, then the downsizing one, lay off 1,500 people in 6 months, Reduce turn over, absenteeism by 40% in a year, Solve critical labor/union problems, achieving a huge support from union that allow to negotiate 0% salary increase in 2009.

Lamosa plant, Reynosa, Tamaulipas2 manufacturing sites, 500 employees.Coclisa plant, Cd. Juarez, ChihuahuaPersonnel Superintendent3,200 employees 4 buildings complexCSM plant, Querétaro, Querétaro.600 employees