Jose Fahsen Email and Phone Number
For my experience of more than 20 years in General Management I consider myself a very good strategist, excellent executor. Passionate about being the leader of an industrial, construction or commercial company in the process of growth and expansion, in which I can combine technical, commercial, financial, and international knowledge in product and service development. Seeking to generate wealth for the company, suppliers, and collaborators. Passionate about the commercial world. Advocate for order, structure, and controls.More than 30 years of experience in manufacturing, commercial risk analysis and productivity.I started as a CNC machine tool operator in a plastic cap factory in the injection mold manufacturing area at the age of 19. Acquire knowledge of metallurgy, machine design, and mechanics in general.Later, I was responsible for operations of a computer and software assembly company. My main responsibilities were importation logistics, production planning and warehouse management.In my last years of college, I implemented MP2 software for asset management. As the implementation was so effective, I was promoted to Maintenance Manager and later to Plant Manager. The mix of theoretical with practical activities ended up complementing my knowledge of productivity, personnel management, efficiencies, food manufacturing and packaging, thermodynamics and air conditioning.I stopped working almost 2 years due to MBA studies that I got you in Cincinnati, OH at Xavier University. Graduating with Beta Sigma Gamma honors. With almost perfect rating throughout the entrepreneurial financial concentration.On my return, I was the assistant Vice Presidency of Manufacturing at Cabcorp (Pepsi) with 6 bottling plants reported in Central America. In Print Studio, already in the position of General Manager, came the use of my financial and commercial knowledge. I developed business plans that made a company almost closing to have more than $ 4 million of investment in installed capacity.Finally, in Dico the foundation of growth was the risk analysis, development of new products to market, mainly imported from Chile, Mexico and China. We worked with incredibly detailed budgets where sales, margins and EBTAD were critical in the operation.I am interested in a new challenge. Are you interested in knowing more, contact me at jafahsen@yahoo.com o +502 5917 6825.
Impak Guatemala
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Chief Executive OfficerImpak Guatemala Jan 2024 - PresentFraijanes, Guatemala, Guatemala -
Chief Executive OfficerDico Aug 2022 - May 2023GuatemalaResponsible for managing +Q90 Million in sales from a distribution company of wood and supplies for the furniture and construction industry. With goals of profitability, productivity, supply, and commercial growth with a focus on innovation in search of new opportunities. Also, assemble, and manage a new polyurethane sponge plant.FINANCIAL+ EBITAD (2022 and 2023) with charges from the new sponge plant.+ EBITAD (2022 and 2023) with transport, real estate charges, and affiliated invoices +5% sales.New procedure/culture conformity with a detailed management annual budget. Deliver monthly results in the first 4 days of the month.In 2 months, purchases were leveled at market-price inventories.In 6 months, it was liquidated 90% of the excess inventory (Q14 M) with positive margins.MARKETING & SALESVisit strategy to 80/20 customers for new higher margin needs. Focus strategy: 900% growth in construction companies as clients.Line development (3rd volume) Plywood Filmface with above average margins.Future Vision: introduction of new markets such as electrodes, abrasives, melamine gates. Develop the expansion plan for Xela and El Salvador Agencies.Recovery in 9 months of 90% of customers for the loss of the sponge plant (Dec 2021).10% increase in sales between 2022 and 2023.INVESTMENT INSTALLED CAPACITY Fameger foaming installation for polyurethane sponge roll and cylinder. Includes finishing equipment.Reduction of 3 satellite warehouses that represents 2% in improvement of EBITAD.HRAdjustment of BSC (Balance Score Card) conditions for upper management.High-performance commercial team: 50% replacement.New profile in Sales Management and Product Development, commercial strategy: construction.War strategy: 15% reduction in payroll costs. It is equivalent to 1.5% improvement in EBITAD. -
Chief Executive OfficerPrint Studio, S.A. 2003 - 2022GuatemalaInitial challenge, the rescue of a lithographic company. Becoming responsible for managing +200 employees, maintaining positive EBTAD within a declining market. Responsible for marketing and development of innovation and productivity projects for a new sales mix.FINANCIAL2000-2003 Profit and negative cash flow. 2004 EBTAD positive. +2006 positive profits. Merger-absorption of Paper & Board, S.A, and offshore Print Export.Implement ERPs.Comparative system quotation vrs real in 15 days. (Pricing management-discounts in price wars).+ EBTAD 2020 (Covid) with -40% sales (-95% commercial), reassignment functions and new products. Innovation with new packaging products Freeze & Grease, Microcorrugated, and Delivery.MARKETING & SALES38% increase in sales from 2004 to 2009. Innovation of vertical alternatives: ink fragrances, and blister packaging (2011).Future Vision: Packaging Strategy 8 years ahead of the competition (2012).Certificación FSC, and Wallmart SMETA 4 pillars.First in CA to introduce alternative plastic packaging and polyboards (2018).INSTALLED CAPACITY INVESTMENT Plant expansion by 29%. Brand-new Heidelberg and HP presses.Web2print first internet platform for printing to the final consumer in C.A.Manufacture of micro corrugated E flute of high quality graphic exhibition (2020).PRODUCTIVITY & DELIVERY SPEEDIncrease in paper consumption from 480 MT/year to 1,450 MT/yearIncreased productivity on average 500k in/month to 3,500k in/month. Gracol G7 Quality certification, 7th in Latin America.Speed culture as a differentiator with web2print, digital-press, protocols and production controls.Production from 250,000 to 4,000,000 folding boxes annually in 7 years.Implementation OEE (Overall Equipment Effectiveness) indicators.HR: 76% of payroll in variable payment, Efficiency-PGP report.Commercial approach throughout the organization with employee incentives.15% improvement in EBITAD using 35% of processes in outsourcing (2017). -
Asistente De Vicepresidencia De ManufacturaCbc Nov 2002 - Jan 2004Guatemala -
Plant ManagerNiasa Dec 1996 - Dec 2000Guatemala
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Planning ManagerGrupo Sega Mar 1995 - Apr 1996Guatemala -
Asistente Del Departamento Auto DigitalTapaplastic / Hm Industrias Dec 1991 - Nov 1994Guatemala
Jose Fahsen Education Details
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Gpa 3.74
Frequently Asked Questions about Jose Fahsen
What company does Jose Fahsen work for?
Jose Fahsen works for Impak Guatemala
What is Jose Fahsen's role at the current company?
Jose Fahsen's current role is +20 years in general manager position | CEO | General Manager | COO | Manufacturing Director.
What schools did Jose Fahsen attend?
Jose Fahsen attended Xavier University, Universidad Rafael Landívar.
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