I lead a team of 30 people in a technology consulting company that provides products and services in Cybersecurity, Networking, platform integration, and a transactional hardware line. As General Manager, I am responsible for directing the operations, commercial, administrative, and financial teams, designing successful strategies to ensure revenue growth and greater operational efficiency. As a Project Manager, I directly oversee the execution of projects using the Waterfall methodology (with project cycles ranging from 3 to 4 months) to ensure the highest possible efficiency of resources and flawless implementation delivery, ensuring the retention of the organization’s largest clients. We work with clients across various sectors, including healthcare, education, agriculture, and others.Main Responsibilities:- Managing projects using the Waterfall methodology (3-4 month cycles)- Negotiating with suppliers for major projects- Managing internal staff and suppliers for project execution- Financial, tax, and operational analysis for decision-making to improve profitability- Coaching the sales team to design successful commercial strategies (cold contacts, referral plans, participation in business groups)Key Achievements:- 30% sales growth in the last fiscal year- 10% increase in net profitability- 10% increase in acquiring new clients for value lines- 30% increase in acquiring new clients for transactional lines- Successfully managed projects involving up to 15 people- Consolidated a new portfolio of products and services supported by a clear and coherent commercial discourse

I worked as a Product Owner / Project Manager in the integration and shared services area at Intcomex, a technology product wholesaler headquartered in the United States, with a presence in 14 countries and 24 distribution points, serving over 50,000 distribution channels in Latin America. Using Mulesoft as an integration bus, I led projects integrating internal platforms like Dynamics 365, Workday, Active Directory, and Scale (inventory software), as well as projects integrating platforms with business partners such as Apple and Microsoft. Project management involved blending some Scrum practices with the traditional Waterfall methodology.Main Responsibilities:- Leading development teams of up to 12 people, including technical leads, developers, and QA- Managing projects with an average duration of 6 months- Constant communication with business stakeholders to translate their needs into integration solutions or applications- Problem-solving and adherence to budgets and timelines for projects- Coordination of human resources- Communication with stakeholders from multiple company areas and external partners- Managing the entire development cycle from design or planning to handover to the support team- Coordinating the testing delivery in different development environments (QA, pre-production, and production)- Using Azure Boards and Jira as project management toolsKey Achievements:- Successful integration of multiple platforms, improving operational efficiency- Increased satisfaction of internal clients- Completion of projects under time and budget

Maakal is a technology company that markets SaaS solutions such as Adobe, Microsoft, MDMs, XDRs, and physical products like corporate computers and accessories, all in a B2B environment. It also has a Renting vertical that provides financial services to support projects. As an Account Manager, I was responsible for the entire client relationship cycle, from lead generation to loyalty and management of long-standing accounts. I managed some of the main clients in various sectors, including healthcare, education, retail, BPOs, primarily in Colombia and some clients in the United States. As a Project Manager, I was responsible for executing the projects I closed (using the Waterfall methodology), coordinating the client's business areas, MAAKAL internal teams, procurement processes with suppliers and consultants, and logistics processes for product delivery, ensuring on-time delivery and budget efficiency. Additionally, I was the right-hand man of the company owner and participated in business decisions beyond commercial aspects.Main Responsibilities:- Management of major Accounts- Commercial strategies for acquiring new clients- Project management of projects involving in-house and third-party resources, supplier negotiation, and coordination of logistics projects, including importing goods- Managing projects with an average duration of 4 to 6 months- Meeting sales quotas- Opening new markets- Financial calculations for Renting operationsKey Achievements:- Named best salesperson for two consecutive years with an annual budget of USD 2,000,000 and responsible for 30% of the organization's sales- Led strategies for launching new products and new commercial strategies for the organization’s growth

- Responsible for CISCO sales in MAAKAL - Maintained multiple technical certifications, and gained at least one new certification annually - Planned and executed events with customersResults I raised Cisco sales from $30,000 to $400,000 a year.

I had similar responsibilities as a Senior Account Manager, but with smaller size customers Results - I was able to exceed a $20,000 monthly quota starting from scratch - I closed two contracts that cost more than $100,000 each

Responsibilities - Technological surveillance - Marketing research Results - I provided valuable information about competitors that was useful for sales and product development strategies - I came up with ideas about new products which were fully developed