Helping clients realize their ideas. Management experience in broad range of industries; industrial, commercial, services, infrastructure, construction, regenerative farming, etc.10+yrs managing and consulting projects Fast learner to catch up with client's needs and contextEntrepreneurial mindset to deliver results in fast changing environments

I have contributed to schools and private enterprises in Guatemala and the US bringing my 30+ yrs experience in business and education through conferences, consulting, and blogging. Some of the projects I have consulted for are: changes in school recess policies, international expansion of non-traditional schools, development of new services to help young people be better prepared to enter the modern work force.Speaker in conferences, colloqui and seminars in Guatemala and the USA.

Worldwide recognized private University in Guatemala• Teach undergrad courses in Strategy, Technology, Innovation. • Taught online and in classroom at the Graduate School of Business (MBA) subjects like quality control, process control and improvement, statistical methods, customer service and satisfaction, entrepreneurship, world class manufacturing. • Facilitate seminars, mostly socratic, and simulations for the School of Business, and the undergrad business and economics college; covering a broad range of topics in business, personal development and entrepreneurship.

This company was established to develop and operate a $6M, 2.44MW Hydroelectric project that sells energy to the grid. As project director my responsibilities include:• Accountable before the board of directors/shareholders on the progress of the project.• Monitor and follow up the project scheduling and problem solving.• Management of vendor and contractors to assure compliance, safety, quality and timely delivery.• Financial control; budget management, cash management, financial reporting and vendor payment.• Regulatory and red-tape compliance, and conflict resolution.• Preparation of operations resources from hiring and training of people, definition of safety and operations processes and manuals. • Relationship with customer, utilities, and sales.

Agroindustrial family owned business; producer of coffee, dairy, honey and energy. In this position my responsibility included. • Accountable before the board of directors on projects and issues related to energy production, efficiency and the industry.• Project management from pre-feasibility to going live of a $5M, 2.0 MW hydroelectric power plant. Evaluation of alternatives, preparation of a proposal to sell the project in an open invitation to tender. • Management of vendors and contractors, that included preparation of term sheets, selection and execution control of compliance, quality, problem solving, safety and delivery.• Financial management covering modeling for raising money with local banks and shareholders, financial control and reporting, budgeting, cash flow and AP management.• Regulatory and red-tape compliance and conflict resolution. • Project management of a small, 200KW, hydroelectric project to supply the energy needs of the agrodindustrial operation.• Internal consulting on new business opportunities in renewables power generation such as biomass and biogas to use of process waste, and hydro. These alternatives were not implemented.

Business with more than twenty years supplying tech solutions in Guatemala and Central America. Certified partner of leading brands such as DELL, Microsoft, and more.• Administrative coordination of the different service areas from basic tech support to development of integrated solutions. • Process analysis and improvement, introduction of service operation scorecards.

General Manager (April 2007 – July 2009)Business with more than fifteen years in the local construction market suppling high quality finishing products such as wood flooring, moldings and tapestry. Accountable before the board of directors some of my responsibilities and results include: • Increase of gross sales by 8%, profits by 120% and assets by 30% in two years. Over those years the construction market shifted from growing 12% annually in 2006 to a contraction of 5% in 2008. • Introduced indexes and technical analysis that allowed improved financial and operational measurement. • Developed and implemented a new customer oriented segmentation strategy that modified the structure, career and remuneration of the sales force, as well as the pricing structure and policies. • Coordination of a new unified marketing communication strategy.• Design and implementation of a credit policy to improve the AR reduce delinquency These changes reduced the AR turnover by 50% and credit float in half. • Redesigned the operations department reduced installation time from two weeks to a few days. • Lead the IT ERP migration, 90% completion, from a spreadsheet based system to a fully integrated one. Process and control improvement to increase reliability and security.

Cantel is a Textile company with over 100ys in the markets. As part of the management team I different positions.As Product Development and Quality Manager I had the responsibility of:* Knitted fabric product development to achieve customer requirements in construction and performance according to ASTM, AATCC and other regulatory standards.* Participated with the customer relationship team servicing US customers on issues related to fabric development and complaint handling. Improved product development through early coordination between merchandisers, designers, managers and sales. New parallel product development went from eight to three weeks plus the introduction of innovations in fabrics and finishes.As Cutting Room Manager I was responsible of:* Setting up a new centralized cutting room to feed three sawing operations while improving coordination between fabric production and sawing, and better fabric yields. After three years the plant fulfilled its purpose processing over 2 million yards of fabric. This project required process design, plant layout and equipment souring. Once in operations, the implementation of scheduling, quality, operations and cost control systems. We put serious attention to workers safety and training, As QC Senior Manager* Consulting to floor QC Manager in the correct use of sampling and information control to reduce QC costs without compromising quality.* Information management to produce historic and trend analysis of quality issues.

Family owned business founded in the 1950’s as tire retreader. It became wholesale and retail distributor of tires representing brands like Michelin and Bandag and operator of six service centers for personal vehicles up to transportation fleets. • Development and delivery of training for the upper management team. Topics included Quality and process management, productivity, team work and leadership. In conjunction with HR we developed an Education Program, content and follow up. • Introduction of a new compensation and salary policy, aligned with the new quality philosophy as well as the long-term goals of the company. • Introduction of a Voice of the Customer program to use the information gathered at the service centers, marketing research and complains management. This new system helped improve the marketing focus, and promotions and warranty effectiveness. • Participated with the Bandag process certification team providing quality and process management insights, statistic control, process mapping, and collaborative problem solving. This team achieved high grades allowing Vifrio to be one of the first franchisees to introduce the latest technologies in retreading.