Jose Ortiz Email & Phone Number

Miami, Fl, Us

El Salvador

El Salvador

I lead the B2B sales and operations vision, strategy, P&L, budget, and 1,700+ people for this global manufacturer’s 12 production plants. Guiding 82 direct reports, I drive business planning, HR, organizational change, quality management, and business performance with an emphasis on continuous improvement across worldwide operations.OPERATIONAL IMPROVEMENT► By taking a fresh look at plants and piloting modernization and process standardization, I multiplied weekly production 250%.► I cut indirect overhead costs 20% and grew profitability 12% by eliminating non-value-added administrative and indirect manufacturing processes.► I raised B2B operations service levels 42% by implementing an enterprise sales and operations planning process and supply chain process.► Through quality improvement, I lowered the Acceptance Quality Limit (AQL) by 1.75%.COMPANY & SALES GROWTH► For long-term sustainable business growth, I created the corporate strategy, plan, and KPIs and built a cohesive business vision rooted in Kaplan’s & Norton’s Execution Premium for connecting strategy to operations.► Increasing sales 25%, I galvanized leaders to restore customer trust and work together in developing market-driven sales and marketing plans.ORGANIZATIONAL LEADERSHIP► I steered a business model shift, which involved plotting and executing the organizational realignment strategy and forming the Board of Directors and Executive Committee.► Three managers I coached and mentored 3 managers secured promotions to corporate director-level roles.

El Salvador

Honduras, Nicaragua

Tapped to turn around business results following 2 years of operational losses, I drove the manufacturing and distribution strategy, full P&L, and transformation, partnering with key stakeholders. I led a restructuring, process improvement, quality improvement, and union relations.► With no adverse impact on customers or operations, I guided the transition of all countries’ operations to new ownership, a move anticipated to boost sales 30%.► By removing non-value-added tasks, I shrank indirect overhead costs nearly 50%. ► I played a pivotal role in positioning the operation for its sale to an investment group, slashing costs by improving raw material utilization, production efficiency, and new product costing.► I propelled weekly manufacturing output 750% by making changes to operational processes and the factory layout. ► Improving service from 44% to 99%, I implemented service-level agreements and a formal process for manufacturing planning.► To transform union relations and eliminate frequent labor interruptions, I spearheaded the negotiation of collective bargaining agreements in record time while strengthening compliance with Fair Labor standards.

Montreal, Quebec, Canada, Honduras, United States

I managed product development operations, spanning 7 countries and 3 product lines. My leadership included overseeing the Global Quality System, optimizing processes, and serving as a key contributor in the acquisition and integration of new companies.► I headed the deployment of ERP technology in factories worldwide.► I led the integration of 2 acquired companies’ manufacturing operations. ► Without growing the headcount, I generated 30% faster new product implementation and increased development and sampling capacity 35%. I also improved program success by 20% for 2 product lines.

Honduras, Nicaragua

Managing the manufacturing P&L, operations, and budget, I directed everything from sales, product development, raw material purchasing, and forecasting to finance for locations in Honduras and Nicaragua.► I boosted the production yield 214% and screen printing production 400% while reducing the sewing team headcount 35%.► I spiked customer service levels from 65% to 95%.► We overachieved corporate targets for cost reductions.

Honduras

I led product development, working closely with the sales organization, and managed sales activities and new account onboarding. I also defined planning and supply chain processes, built the Central Planning Department, and formed teams.► Improving the P&L by $36M, I established and oversaw the sales & operations process.► Through product re-engineering and new planning and supply chain processes, I saved $10M annually.► I eliminated development-related production issues.► I planned and piloted the enterprise implementation of the ERP system.

Honduras

I built the marketing, IT, quality, and cost control departments from the ground up, including deploying business technologies, and wore multiple hats to manage each team. ► While reducing warehousing personnel 50% and manufacturing costs 27%, I raised operational efficiency 40% and annual sales 30%.► I designed, constructed, and launched a fiber recycling facility.

Master'S Degree

Engineer'S Degree, Industrial Engineering