Responsable por la cadena de abastecimiento, incluyendo las áreas de planificación, producción (2 plantas), calidad, mantenimiento, comercio exterior, mejoramiento continuo, almacenamiento y distribución. Logros: Participando en el proyecto ANDI +País, recibiendo entrenamiento avanzado en innovación por la empresa 10X Thinking Implementación sistema de captura de información de máquinas en tiempo real - Industria 4.0 Importante consolidación del trabajo en equipo del grupo de Operaciones. Mejora en productividad del 25% Reducción costo unitario del 16% Reducción de inventarios 14%

Responsable por toda la cadena de abastecimiento. A cargo de las áreas de producción, calidad, mantenimiento, compras, comercio exterior, planeación y logística. Con 5 personas a cargo directamente y 230 indirectas.Logros:• Reducción costo de fletes en 20% en 2020 vs 2019• Nivel de servicio en disponibilidad de producto del 97%• Costo de producción 18% por debajo de presupuesto en 2021• Productividad de mano de obra creció 68% en 2021 vs 2020• Implementación de un tablero de control de indicadores para la gestión de la cadena de abastecimiento. Principales KPIs: Calidad (PQRS), Disponibilidad de producto, Costo por kilogramo, Costo flete sobre venta, Productividad, Inventario en piso, Aprovechamiento (reciclaje/residuos generados), Mudas (desperdicio y sobrellenado) y 5S• Se crearon los estándares de manufactura en cuanto a cantidad de personas y tiempos de producción para cada línea de producción, con esto se logra tener un costo estándar mas real y permite mejorar el calculo de la capacidad de producción por línea• Se logró precisión de inventarios del 99.6%• Se redujo el inventario de producto no conforme de 800 a 55 millones promedio mes• Disponibilidad de máquina del 97% (paros no programados 3%)• Mejora de 7 puntos en el OEE• Se logró la certificación ISO 9001-2015 de toda la planta

Consultor experto en implementación de DDMRP (Demand Driven MRP) en compras, manufactura y distribución.Actualmente consultor líder en implementaciones en Alumina, Microplast, Coldeplast, Brinsa, Laboratorio Laproff y GruopeSEB.Con la metodología se logra disminuir los inventarios hasta un 30%, manteniendo un nivel de servicio superior al 97% y facilitando la toma de decisiones liberando tiempo para que las personas se enfoquen en actividades que agreguen valor.

In charge of the company's supply chain with sales of more than 24 million dollars per year, leading a 200 people team (direct and indirect) and responsible for a CAPEX of 1 million dollars. In charge of warehousing, planning, production, maintenance, continuous improvement, EHS, engineering, distribution and customer service.Achievements:• In charge of a CAPEX of 1.2 MM of dollars • Inventory reduction of 33% in FG and RM• Savings in cost of 879,000 in one year (one month's variable cost equivalent)• 30% reduction in yield lossesR• FSSC22000 certification• 2nd place worldwide of the factory in the internal quality audit• 10% reduction in direct labor • 4 points increase in OEE• Production cost 3 points below budget • Service level of 96%

In charge of a plant to produce ketchup, condiments and sauces, with 24,000 ton/year of capacity, sales of 20 million dollars per year and a workforce of 140 people (direct and indirect). Responsible for a CAPEX of U$1 million per year. In charge of production, quality, maintenance, engineering and EHS. In charge of department’s budget and part of the strategic planning team. Leaded an international team to install a wet baby food line with cutting edge technology worth $1.4MM. Achieved $0.8MM in annual savings, improved OEE by 22%, important improvements in safety and quality audits.

Responsible for a company with sales of 7 million dollar per year of PET bottles and performs in Northand Central America and the Caribbean. Managed a work force of 53 people. Improvements withsuppliers in a difficult cash flow to keep the plant working. Changed the structure of the company inorder to improve customer satisfaction. Implemented a key processes indicators (the company didn'thave any). Development of new strategies in search of markets of more added value products

Responsible for the creation of the position, part of a team in charge of the new products developmentwith a budget of 8.5 million dollar in sales. Lead a team to develop projects related with new formatsor packages of existing products. Responsible for the implementation of the Stage Gate methodologyfor new products development and the design of a tool based in Excel to speed up the process.; Mar 2007 ­Apr 2009In charge of the operation of two facilities to produce biscuits with a capacity of 65,000 ton/year, andU$125 millions in sales. Managed a work force of 1,000 people. In charge of the managers of quality,production, maintenance, process engineering and research and development. Responsible for aCAPEX of 2 million dollars/year. Part of a team to; S.A. with Compañía de Galletas Pozuelo DCR S.A. Responsible for the presentation of KPIs to theboard of trustees. Important improvements in productivity (15%) and sanitary conditions of the facility,introduction of new technologies as competitive advantage and reevaluation of the strategic indicatorsof the operation.

In charge of the operation of two facilities to produce biscuits with a capacity of 65,000 ton/year, and U$125 millions in sales. Managed a work force of 1,000 people. In charge of the managers of quality, production, maintenance, process engineering and research and development. Responsible for a CAPEX of 2 million dollars/year. Part of a team to merge Compañía de Galletas Noel de Costa Rica S.A. with Compañía de Galletas Pozuelo DCR S.A. Responsible for the presentation of KPIs to the board of trustees. Important improvements in productivity (15%) and sanitary conditions of the facility, introduction of new technologies as competitive advantage and reevaluation of the strategic indicators of the operation.