- Led and coordinated the deployment of the Digital Store (CEMEXGo) in Germany and Philippines, a digital platform that drives customer satisfaction, adoption, and financial gains.- Served as Product Owner for one of the applications of CEMEXGo, translating customer and operational needs into user stories and certifying the solution.- Consulted and implemented new solutions and created business cases for the Sales and Invoicing process across the region.- Supported the process improvement initiatives using ERP systems, CEMEXGo, and data analysis tools.

Regional consultant for the Sales and Invoicing process. Understanding business opportunities,generating new solutions, elaborate business cases, administration and coordination of theimplementation of initiatives for the sales departments including the ERP and another IT Systems.

Design Team Leader for Procurement process. Consulting, administration and coordination of the redesign initiatives of the procurement process including the ERP and another IT Systems; Analyzing the As – Is process, redesign or create the To – Be, defining the functionalities in the software to support the process (external) (August 2010 - ). Member of the Commercial and Supplying design team. Consulting, administration and coordination of the redesign initiatives of the Order Taking and Dispatch process including the IT Systems involved. Analyzing the As – Is process, identifying new and best practices and implementing them (External) (September 2009 – December 2009)Section Leader in the Integration and Construction Team within the Process and IT Vicepresidency. Supervising the improvement initiatives from the IT point of view, analyzing the different options to implement the ideas (buying new software, improving or modifying a current software, etc.), selecting the best option and defining the characteristics and functionalities of the selected software in order to maintain worldwide standardization. (May 2008 – Dic 2009)Quality Leader in the EMEAA Regional Team. Planning and managing projects for the 3 business units in Europe, Asia and Africa in order to reduce costs, improve quality or improve performance of the products. Creation of business cases to determine the viability of the projects, supervising their execution and following up the results. (May 2007 – May 2008)Implementation of an intranet with operating information related with raw materials, in order to perform the closing month activities accurately and on time. Before this project the information was ready 3 natural days after the end of the month, and after the implementation was ready the last day of the month.Implementation of an intranet for suppliers that reduced 80% of the calls received by the Accounts Payable department.

To coordinate and supervise reengineering projects since their planning until their execution and stabilization. The projects involved changes in operations, staff and top management activities.To control and manage inventories and costs of raw materials. To establish agreements with suppliers and haulers, training staff in the institutional model and following up the results.Standardization of the different systems operated worldwide, reducing them from 30 to 4 in 6 countries

To plan projects related to technological innovation, coordinating and following up the design, development and implementation in the Technology department; managing different teams and following up the benefits and results.To plan and manage product prototypes considering all the developments made by my own department, interacting with the departments of logistics, production, procurement and engineering. Planning the resources and the time frame for the execution of the prototypes until the testing phase.Main Achievements:To reduce material costs in 13% in autotransformers (450,000 USD annually), by developing new criteria to evaluate the electrical efforts more accurate. I was in charge of the management of the resources and the time planning.To change the criteria for outsourcing in insulation production (150,000 USD annually), by doing a statistical study to compare benefits from outsourcing vs producing internally.To reduce material costs in 2,000 USD per transformer, by developing a method of optimization of the quantity of insulation. I developed the concept, and supervised the execution and implementation in the design systems of the company.

Implementation, training and follow up of the CEMEX model for one business unit.Implementation of the GINCO institutional model in Spain and Mexico, by giving training to the personnel, by the automatization of the ready-mix plants, and giving technical support to the database.The GINCO model included both the system and the processes.

To plan and manage projects for 2 platforms (E-150 and E-550) for 1 client (Tower Automotive)Implementation of the GMT-325 platform for General MotorsTo plan and manage projects of the GMT-250 platform for Magna