HONDA de México (GDL)- PMO Member, SAP SuccessFactors Implementation assignment.AIG Seguros (CDMX)- Member of the PMO, joint responsibility between PMO administration as well as the execution of projects; Accounting, Access and Systems token, migration of broker platforms to new platforms.

Nestlé – Responsible for the implementation of the Sell out and Sell in Cognitive Hub projectBASF – Responsible for the implementation of the Sell out and Sell in POG 4.0 project

Implementation of the Banking Core for Banco de Occidente de Honduras

Strategic Consultant for Program implementation at Afore CityBanamex, Phase 1 implementation .

I spearheaded the implementation of a Project Office (PMO), which led to the company having in 6 months an area that maintained and defined the process standards related to project management.I increased the maturity level of Project Management of the company from an initial level to a continuous improvement level by adopting standards definition and implementation of KPI's I hired and trained 18 Project managersI led an initiative to create an area of Processes and quality to ensure that the company had its processes documented and managed to define all KPI's areas that allowed continuous improvement to its processes.

I collaborated with the IT department to implement an IT governanceI managed all phases of the projects in the project portfolio, from start to finish.I led project performance control efforts to maximize on-time delivery and minimize deviations.I trained, oriented and supervised the staff to guarantee the correct adoption of good practices in Project ManagementI collaborated directly with the IT BRM's to get their catalog of services in each of their áreas

Select more than 200 consultants in the SAT service.I strengthened the SAT service by directing the external projects of other providers.I directed the transition of the IFAI Service, with the elaboration of the deliverables according to the transition methodology, the selection of the staff for the service and the quality control efforts for the execution of the service change.I collaborated with the closure of the Rural Finance Service to ensure that this closure had a lower rate of penalties

I directed all phases of the Fraud Prevention (ERP), SUA, SIPARE, Acquiring Business projects, from start to close.I started the deployment of a new Fraud Prevention software solution to monitor all transactions of the Core Banking project with duration of 2 and a half years and a budget of more than 4 million dollars.I directed the implementation of the SUA with this the company became a collection entity (SUA) achieving a 0% of collection had 20% over the course of a year. I developed presentations and executive reports to facilitate project evaluation and process improvement.

Dominican Popular BankI directed all phases of the Service Model, Business Central projects from start to close.I defined the objectives clearly and communicated them to the other team members.I developed presentations and executive reports to facilitate the evaluation of the project.I strengthened the business of the company directing the application of projects with the Popular Dominican.

I started the migration of a new Accounting solutionI modified the existing software to fix bugs, update interfaces, and improve performance.I collaborated closely with other team members to plan, design, and develop good solutions on time.I regularly consult the project status, proposals and technical problems with clients

Development and implementation of the systems: Income from the acquisition of Cards at the national level, Administrative System of Acquisition of Cards Source Code (Regional System for Latin American Cards)Participate in the High Potential Costumers project (Centurion Credit Card Launch) that strengthened the business with a new flagship product.I recommended improvements in processes and systems, Green Belt in Six Sigma Project of Reconsideration of procedures

Analysis and development of the Compensation System, Visual Foxpro