Assure the proper growth of the Dealer Network. Guarantee that the contractual relationship is up to date, that each facility meets the Brand’s standards and the performance of each operation is adequate to continue developing within the brand. Proposing and implementing improvements to processes to optimize, structure and organize: the authorization of General Managers, the opening of new dealerships, the remodeling of existing distributors, management of projects with suppliers, communication with all areas of Toyota and the dealer network. Re-engineering of Customer Satisfaction Index (CSI) surveys, implementing a completely new questionnaire. It reduced monthly costs up to 30% and covered a higher percentage of customers. It also made the process more transparent for the dealerships. Development and monitoring of architectural projects in conjunction with specialized offices. Implementation of a new business model "CSC & MS" within Toyota and the opening of 11 operations (service centers, showrooms and agencies) in less than two years. Development of a new system of facilities audit. Compliance with environmental standards is more accurately evaluated, to achieve more ecofriendly and socially responsible dealerships.

Worked with mainly two manufacturers (Toyota and Hyundai) to help them:Measure their retail network with a fair, comparable and effective KPI versus their market.Geolocate the opportunities by segment where the brand is underperforming.Analyze markets with an significant growth to explore new store openings.Define and reassign territories for each dealer network according to customer preferences and convenience.Provide consultancy and training to the dealer’s network to help them improve their performance.Main Achievements:Developed a new KPI (quartiles method) to measure the dealer network sales performance.Innovated a methodology to set the sales targets by using contribution and cross selling in their dealer network.Improved the process for determining the convenience and territory assignation utilizing the Google Maps APIs instead of the special distance.Increased the speed rate at which monthly reports and intelligence was provided to customers. All the information was available hours after the database was updated (Shared Data Program). Established an excellent commercial and business relation with the brands as well as their dealer network.Mentored multiple peers and direct reports within Urban Science in the internal concepts, methodologies as well as databases.Developed Softskills:Project ManagementEmployee development (reporting directly to me).Business Intelligence (BI) as well as Data Analysis.Active communication inside the company as well as with the OEM’s and dealer network.Ability to work within a diverse team. (Interdisciplinary as well as multicultural) Workload management inside my team (prioritize the work based on the urgency and the importance).Win-Win negotiations.Innovation and creativity.Contract negotiation and follow-up, documentation of business requirements and developed commercial relations with the customer.

Softtek consultant assigned six years to the Penske Logistics account. Worked four years from the Softtek offices in Mexico City, and spent the last two years on site at customer’s location in Beachwood, Ohio.In addition to my web developer and JDA TM Administrator duties, I was in charge of documenting the customer’s business requirements, relaying them to Softtek Mexico, and ensuring each requirement was executed to exact specifications on schedule and within budget.