cCom Expert B2B & B2CEnsure that customers get the right solutions to generate value while minimizing the time.Inspire and motivate the team to serve customers and integrate/build great solutions.Ensure the right framework to prioritize that resources go to the highest yield projects and negotiate tradeoffs across the company.Collaborate with sales, Customer success, product, and other stakeholders to ensure Yalutec is successful.Create and implement best delivery management practices and agile processes according to the industry.Build and lead a highly motivated and productive team of Project Managers, developers, QA engineers, and UX’s to integrate high-impact technology and projects for our customers.

Transformed the overarching company strategy, into a long-range plan with annual operating and capital budgets.Analyzed the trends of Key Performance Indicators (KPI), especially relating to financial metrics such as cost of credit, net income and funding and gaping spread.Developed the Outlook, Plan, and Risk & Opportunities for Markets across 18 countries, including Central America, Caribbean, and Andean regions.Realized spread analysis and client analysis for FX Sales business.Developed the project to accurately identify the daily revenues for Trading, Risk Treasury, FX Sales, and Derivatives businesses across the region using advanced Excel formulation.

Serve our business partners by driving the execution of initiatives and strategies to achieve results, through leadership, teamwork, and communication, while practicing values that generate confidence in our clients.Managed the end-to-end delivery of complex and high priority technology-based projects, establishing and controlling project constraints and scope.Ensure that the scrum team adheres to scrum theory, practices and rules, and work as a servant leader within the project team.Lead improvements to the efficiency and effectiveness of the project delivery service and contribute to the identification of areas of improvement.Provided expertise on developing technology-based project plans tied to short and long-term business plans and determining Return on investment criteria for Department/District/System strategic initiatives.

The consulting firm comprises a team of Latin American consultants who provide regional knowledge and experience to help our clients make better business decisions. We have worked with clients in banking, construction, automotive, and manufacturing, providing them with solutions that impacted their transformation into a company that adds sustainable value.Each service we offer constitutes a dedication and full approach to our clients, in an orderly and systematized way, using the latest tools and techniques for each need, developing our services through the following phases:- Identification and definition of the problem- Comprehensive diagnosis- Development of alternative solutions- Selection and implementation of the solution- Evaluation and improvement

Develop the business plans and the financial model of every new investmentAnalyze and recommend to the CEO viable business investments real estate projects Track project progress to ensure effectiveness of financial controlsPrepare and present monthly advance of the current projects to CEO and the board of directorsForecast financial stress scenario for the projects in progressIdentify product improvements or new products by remaining current on industry trends, market activities, and competitorsLed the design teams of new projectsPrepare reports by collecting, analyzing, and summarizing data using Salesforces

Standardized the work procedures of HR department, achieving a stable behavior that generated products and services with consistent quality and low costsImplemented the key KPIs in the HR processes, which allowed continuing with the process of continuous improvement.Developed INCAE's new talent attraction program to attract and engage employees "Generations Y & Z"

Elaborated market research, to analyze the supply and demand in the housing market, identifying the value proposition of low-cost housing market in Costa RicaDesigned a model that allowed to reduce by 2% the cost of land for housing solution, depending on the zoning of the lot and the maximum density allowed by the regional governmentElaborated a technical proposal to meet market needs, depending on the type of construction system, achieving savings of 25% of the total costDesigned a financial model to determine the ROI of the project, applying sensitivity analysis and Monte Carlo simulation

Planned, controlled, and managed the budget of the ERP implementation project (module payroll and human resources), identifying key stakeholders; defined the scope and stages thereof; prioritized the objectives; established metrics for monitoring and progress; developed the plan and risk communications; led the formation of the project team; developed the planning and programming of activities according to the PMI methodologyManaged the communication process, allowing influence to get support from senior management and commitment of the entire project teamAchieved compliance with the implementation of the first stage of the project, achieving savings of around 17% in the first stage of the project

Planned, controlled, and managed the budget of operations, defining KPI that allowed the company to reduce costs and increase profitability of operations by 3%Coordinated the planning and scheduling of projects under the PMI methodology, defining the key KPI and financial control, budget, progress curves vs. real plan, and controlled man-hours per activity; all these tools allowed the use of assets to be increased by 11%, reduced execution times by 18%, and increased the return obtained by the project by about 8%Defined the portfolio of suppliers of the company, signing agreements with 100% of those involved, cost savings of about 6%Coordinated the preparation of bid packages of works for public and private contracts; the team worked on average on 35 public tender offers, managing to win 40% of competitive biddingCoordinated negotiations with subcontractors for the execution of minor works on each project, achieving savings of around 6%Designed the real estate investments portfolio of the company, aiming to diversify the risk of shareholders and meet the required profit marginsExercised direct influence over the office and field team, consisting of 10 engineers, 6 technicians, 10 foremen, and about 35 unskilled employees, transferring the values and mission of the company. Similarly, was able to successfully promote new ideas and projects to senior management of the company

Coordinated re-engineering the planning of plant shutdowns in compressor plants and pumping stations, allowing standardization of processes, reduction in run times, increased efficiency and resource alloca-tion.Planned and managed the investment budgets and spending of the maintenance unit, with a compli-ance rate of 95%.Exercised direct influence on my team, consisting of 8 planners, engineers, 6 technical experts, 12 field assistants and 10 field supervisors, transferring the values of discipline, the proactivity, positive attitude and teamwork. Similarly, it is important to emphasize that it was always necessary to achieve enlist the support of senior management for approval and sponsorship projects.Developed and managed a maintenance plan for the Lagunillas District team (around 3 shutdowns with a total budget of USD 12 M), which allowed for increased production of 2% annually. Project manager in the execution of shutdowns at oil installations of the Tia Juana District (an average of two per year shutdowns with a total of USD 8 M), achieving sufficient to comply with the proposed objec-tives. Each of the projects stops plants ran under the methodology of PMI, as team leader I exerted di-rect influence on the team, consisting of staff from planning, implementation, procurement of material, ro-tating equipment, static equipment, process engineering and plant personnel. The leadership of these projects allowed to meet the goals of quality, time and costs

Managed the implementation of 2 development projects with a total of 890 homes under the PMI methodology, establishing controls on the implementation of the financial budget, progress curves vs Real Plan, efficient use of resources (machinery, equipment and personnel), all of these tools allowed me to increase the efficient use of assets, reduced by 17 % of the costs, increasing the return on equity by 13 %. Similarly leadership in the implementation of these projects allowed me to exert direct influence on my field team composed of 4 engineers, 4 technicians and 65 people not qualified.