Coordinar las acciones necesaria para que le empresa cumpla sus objetivo estratégicos en el tiempo mediante la alineación, eficiencia y ejecución en la cadena de valor.Responsabilidades Clave:Optimizar procesos internos para mejorar la eficiencia y reducir costos.Convertir la visión estratégica en planes concretos para alcanzar los objetivos.Administrar recursos (presupuestos, personal y tecnología) de manera inteligente.Establecer KPIs para seguir el progreso y eficacia de las actividades.Identificar y mitigar riesgos operativos y estratégicos.Fomentar un equipo de alto rendimiento.

Responsable de una reingeniería integral para consolidar una plataforma de operación logística/gestión confiable que permita la optimización y expansión del negocio – De manera interina fui responsable de las operaciones por un período de 5 meses – 50 tráileres de carga especializada / 120 remolques / 3 Patios - Reportando directamente al CEO.• Realicé un assessment general del negocio, se definieron los principales issues estratégicos a ser atendidos, se definieron los objetivos específicos de la compañía para 2021 y se alinearon lo objetivos de cada área con sus respectivos KPI´s • Llevé a cabo una reingeniería de la operación alineándola a optimización del gasto y servicio al cliente 91%.• Implementé un sistema de medición del desempeño comercial que permite identificar las oportunidades en desempeño de los colaboradores, así como también la correcta gestión de la cartera de clientes• Elaboré un cotizador (ABC costing) que permite calcular el costo de los viajes y con esto se garantiza la rentabilidad deseada y no perder viajes• Se logró incrementar el autoconsumo de diésel de 50% a 70% (Ahorro anualizado de ~900k MxP)• Se implementó una supervisión 100% de cargas de combustible internas y externas por telemetría que redujo las extracciones y pérdidas en cargas externa en un 95% (Ahorro anualizado 1,200k MxP)• Incremento en el rendimiento de kilómetros por litro de 8.8% (Ahorro anualizado 2,500k MxP)• Reforzamiento de políticas y control del gasto de viaje con ahorros importantes: Transito/federales 58%, Pensiones 24% y Guías 80%

Responsible for sales, human resources, finance and operations in a multi-state car dealer company (Chevrolet, Buick, Cadillac, GMC), leading a group of 640 people, 10 direct reports and reporting to the board of members.• I performed a company assessment, I defined a working plan in order to: 1) reduce personnel turnover 2) retake continuous growth for the dealer that is playing in the automotive industry that has a declining sales trend and 3) Increase profitability. (Sales 2018 vs 2017 +11%, profits 2018 vs 2017 +48%, 2019 growth above industry)• Successful merging process of the Garcia Pineda acquisition, +35% sales vs full year 2017• Overall reengineering of the human resources department achieving a turnover reduction from 130% to 28%, an improved working environment (85%) and the implementation of a communication and recognition system aligned to the company values and goals • Finance: New structure, improved leading team profile and the main finance and administration processes were restored • I turned into profitable the four group used car lots• I promoted the alignment of stakeholders interests, I set important rules/processes/practices and established meetings every three months in order to: show results, keep members informed and present key projects for approval

Responsible for Sales and Distribution nationwide, leading a sales force of 2,000 coworkers, supervising a team of 10 reports and reporting to the Commercial VP.•Increased the Beverage division sales above industry average over seven consecutive years (CAGR 7%) among the different channels of distribution (Detail, On premise, Wholesale, Convenience and Third-party Distributors).•Over six years, I duplicated the direct distribution sales and increased operating profit (from -1% to +16%).•Developed and implemented a new Strategic Sales Program that included: distribution routes optimization (consolidating from 1,000 to 800), increase in coverage (+34%), service optimization, implementing a new compensation scheme, improved data and KPI´s management, developed On Premise channel, maximize convenience stores potential (Category Management and Merchandising).•Optimized business processes under my responsibility through the implementation of a continuous improvement program (Kaizen), reducing operating cost by 8% (250 M MxP)

Responsible of Marketing the Health and Wellness portfolio. Led a multifunctional staff of ten and reported to the Marketing VP•Developed and executed all commercial strategies for the Health and Wellness category (became category leader)•Optimized the Innovation process, reducing launch times of new products (from 12 months to 6).•Obtained leading market share for the Light products and sustained lead share for Mineral Water products.•Led the SOL project, design and execution of a new win-win model for third party distributors.

Sole responsible for start-up of the company (incl. commercial models and bottling-plant operations), leading a team of 70 and reporting directly to the Chairman of the Board (double reporting: México and Italy)•Launched the business in a record six-months timeline (incl. plant installation and implementing administrative and commercial processes), being acknowledged by the Board as a work of excellence.•Recovered initial investment in 1.8 years•Developed portfolio and a distribution models that allowed a market share growth from 3 to 7% in this segment.•Expanded the business via new products, growing revenues and recovering the second investment in 1.7 years.

MULTICHANNEL SALES MANAGER (GUADALAJARA REGION) 1999-2002Responsible for leading a Sales and Distribution Team, consisting of 400 coworkers, and reporting directly to the National Commercial Director. OPERATIONS / TECHNICAL MANAGER (TRUMBULL, CT, USA) 1997-1998Responsible of coordinating the implementation of a global system of operations performance and bottlers’ support. Reported to the VP Operations (USA).FINANCE COORDINATOR / INVESTMENT PROJECTS 1995-1997Responsible for budgeting and management of investment projects. Reported to the Financial Director.OPERATIONS / MANUFACTURING COORDINATOR 1993-1995Responsible for developing and coordinating the Group’s Operations projects. Reported to the Operations VP.