Process reengineering in finance and HR area, despite not being part of my responsibility I did a reorganization of processes to protect the proper functioning of the operations area and generate some efficiencies in some critical areas.Establishment of management control system through BSC, associated with the strategic needs of the school.Generate policy of working with suppliers, the main focus being the quality of products and services received along with the opportunity and the associated cost.Centralization of purchases through the creation of the department of acquisitions and internal logistics, creating purchasing policies, storage and distribution of goods.Account cost reduction of up to 40% with the implementation of technology in some processes.Redistribution of the team achieving efficient use of resources by 20%.ERP implementation for integrated work processes associated with both financial and operational transactions of the school.Defined corporate image building through standard graphic associated with stationery and other marketing items.Building control system projects the students travel in and out of Santiago.Create preventive maintenance schedule of equipment ordered by the school in various areas.Member of Senior Team Manager, team of the school headquarters to resolve issues of contingency, in addition to project the proper functioning of all areas under my responsibility.Continued participation in the school directory, presenting proposals and ideas for improving the operational efficiency of the school.

Finance Officer.• Financial planning (budget).• Control budget (income and expenses).• Evaluation of small-and medium-sized.• Development of financial reporting.• Asset Control.Personnel Officer.• 70 Person in charge.• Recruitment.• Choice.• Recruitment.• Termination.• Performance evaluation.• Coordination of staff training.In charge of operations.• Scheduling of maintenances.• Outsourcing Contracts (guards, cleaning, maintenance, transportation)• Responsible for general services.• Shopping (Quote, evaluation, purchase, storage and distribution) 3Customer Service Manager.• Claims Management Model• Creation and implementation model "host"Creator of absences predictive econometric model to improve the use of human and material resources and obtain better financial results, with this changes the paradigm of delivery hours.Ongoing work with management control model BSC for improvement in managing the center.Model procurement, purchasing and stock analysis of optimum storage to improve financial efficiency.Technical Advisory Council, composed of decision-making body multidisciplinary team to ensure compliance with the objectives of the Family Health Center.

• Process reengineering.• Statistical monitoring of management.• Implementation of work objectives, planning, maintenance and repairs• Implementation and monitoring of these budgets.• Redesign tasks to improve individual and team efficiency.• Joint work with different departments of the company to improve management and optimization procedures.• Coordination and direction of the departmen

• Interacting and working with branches throughout the country to supply them with inputs in order to implement improvements in administrative processes (about 20 branches).• Reduced lead times of materials by 40%• Valuation of stock in the warehouse, and along with this critical stock control.• Streamlining the supply of materials.• Consumer Control department (about 200 cost centers)• Implementation of scheduled deliveries, along with this maintenance and supply contracts.• Active participation in project implementation offices (branches)• Process optimization and management department procurement achieving improvements in the management.