Transformation Area - GDN Argentina, since Dec 2020After the sale of Walmart's operation in Argentina to GDN (a local company), the process of disconnecting Walmart's systems began in 24 months. My role from the Transformation area was to lead the implementation of Oracle Fusion (ERP Cloud - Finance) and develop its coliving plan (coexistence with non-migrated systems) and cutover. I then joined the Retail vertical to develop the Oracle Retail cutover plan and the rollout plan for the new systems across the 92 stores, overseeing the implementation at each site.Currently working on the stabilization process of Oracle Retail.

Nexus from the Corporate Processes area between business and IT. (Dec 2019 – Nov 2020)Led business application projects, such as BPM change, new flag printing system, new supplier portal.PMO – Special Projects – Wholesale format creation (Mar 2017 – Nov 2019)◦ Creation of the Wholesale format in Argentina, conversion of hypermarkets to this format.From my role as PMO I worked with an ad hoc team in the creation of a wholesale store, converting Walmart stores of large format.This work began with the evaluation of format options the presentation to the board of the company for the choice of the format to be developed. With the chosen store format, I put together the implementation plan and integral budget of the work, including hardware, software customization, racks, building improvements, e-commerce area. Implementation of tasks by processes, new store organization chart, physical remodeling, new formation of P&L and mainly the adaptation of applications and processes to wholesale.Put together the work plan with the areas of IT, Legal, Compliance, Marketing, Real State, Finance,Purchasing, Commercial, Distribution Center, Asset Protection, among others within the company. Plus the negotiation and contracting of external suppliers, then during the implementation of the project I carried out the budgetary control, control of deliverables by suppliers and coordination with the different IT areas.PMO – Walmart Argentina (May 2014 – Feb 2017)◦ Development of the PMO office under Walmart's corporate guidelines.Creation of procedures for the construction of projects aligned with the requirements of Central House and business dynamics in Argentina, being a reference for local initiatives that required corporate development.At the local level I supervised the team of PMs, task plans of each project, compliance and negotiation with each area so that the works flow under PMI methodology. These projects were functional and infrastructure.

◦ I designed and launched the technological and functional update plan for the main companies of the group, giving a centralized service with a better level of response.◦ I made functional modifications in the area improving the performance of Emepa Tecnología (technological arm of the group) and its reception by the Group companies.◦ Negotiated the launch of projects at the corporate level, including the implementation of SAP HCM, processing 5500 employees with 28 different labor agreements.◦ I started the development and implementation of Computer Security measures, as well as awareness actions with the Group and HR Directorates for their better understanding. Change Management with the user areas for a more fluid adaptation to change.◦ I designed a new corporate Data Center, with improvements in the interconnection scheme to companies, server virtualization, high availability clusters, switches, software licensing, to name a few.

◦ Start up of the company. I carried out the creation of a new work team and a comprehensive Data Center for 450 users, plus the complete renovation of computer equipment: PCs, printers, new network, licensing.◦ New Data Center: core network, blade servers, comm links, IP telephony, fiber ring reset, plus all data center services.◦ I was in charge of the generation, negotiation and monitoring of the annual budget of the area.◦ The team was composed of mixed resources, from the private and public area.

◦ Developed area for creation of IT and administrative rules and procedures at Corporate level, for incorporation into the BU’s.◦ I led first ISO 9001 implementation in Ferrovías in operational areas. Carried out several business-specific infra projects.

Client: Petrobras Energía.◦ Project leadership, from budget negotiation to turnkey implementation.◦ The most important work consisted of the implementation, on time and under budget, of a talent control panel in an area that had outsourced IT services, reestablishing the relationship.

◦ Responsible for the implementation and maintenance of the ERP. Liaison with the rest of the Managements. Innovation, improvements in systems, circuits and business processes.

◦ ERP Migration (August 2003 – December 2003)◦ Coordinator integration of data+systems between Adams (JDEdwards) and Cadbury (SAP) in merger project of both companies.◦ In charge of integration of affiliates of Chile and Uruguay to the shared services scheme, using resources from Argentina.

◦ Implementations of improvements attached to the ERP related to the merger process Pfizer – Warner Lambert. Liaison with the headquarters in New York and teamwork with colleagues from São Paulo.◦ I participated in regional projects of implementation of additional modules of controlling, budgeting, reporting.◦ In the Pfizer-Warner Lambert integration project I was a liaison with Headquarters in the USA, being the affiliate of Argentina tester of developments on JD Edwards before its publication for the rest of South America, these developments were carried out by a Venezuelan consultant.◦ Creation, implementation and periodic testing of the DRP plan.