-Planned sprints and forecasted software projects releases, involving roadmap definition and tech debt management,collaborating with cross functional teams (devs, designers, PM’s, managers) considering business priorities and risks, reporting to high level management and collaborating with business leaders.-Led the planning, management, and execution of 14 fintech software projects, guiding the team in technical decision-making and ensure best practices are followed & running SCRUM ceremonies and leading cross-functional teams, providing employees with feedback and means of improvement, working with software developers, QA testers, product managers and vendors to create innovative solutions overseing testing, quality control, and adherence to coding standards and maintaining project documentation.-Identified / mitigated risks associated with releases, ensuring minimal disruption to business operations.-Experience in a consulting role with strategic and consultative mindset, providing regular reports and metrics onrelease progress, dates and escalations on performance to stakeholders.Achievements-Released 7 of the most important multiplataform products (Android, iOS, Web) to market, bringing to to users theoption to invest in USD portfolios, taking advantage of MXN / USD exchange rate and gave the option to buy stockmarket shares of top rated USD companies.-Improved the communication between different Agile teams within the company for removing blockers faster andescalate topics easier, by implementing SCRUM of SCRUMS and the use of internal tools.-Improved the adoption of Agile methodology by implementing workshops, metrics and JIRA tools.-Improved the estimation accuracy of story points by modifying estimation technique and fostering a continuousimprovement mindset.

-Responsible of sales, planning and coordination (including cost and effort estimation) of delivering 13 assembly lines: 6 local and 7 international projects in USA, Germany, Spain, China and Rumania, meeting budget, time and quality.-Project manager of the top 3 most important projects in 2021 and 2022 in Americas special machinery Bosch division, controlling up to 11 million USD budget, more than 30 stations and 18 different manufacturing processes on each project.-On site commissioning coordination in MX, USA, and Spain responsible of multidisciplinary teams with up to 40 people.-General contractor for international projects between Germany - China, USA - Mexico, Spain - Rumania. -Was part of “Cross-functional training program”, gaining more experience in logistics, purchasing, controlling,programming, mechanical design, and electrical / mechanical assembly areas, for around 3 years.-PMO officer communicating with Germany, to deploy processes and standards locally in Mexico.Achievements-Managed to overcome 12-week delay in a GM Servo Assembly line project caused by semiconductorsshortage and customer changes, achieving 4% budget saves, due to resources optimization andnegotiations with customer.-Saved up to 14% budget on several projects, applying lessons learned, identifying risks, and optimizingresources.-Managed to retrieve USA customer loss reliability caused by unsatisfactory projects with one under myresponsibility-Managed to keep customer satisfaction in all projects above 95%, reported on KPI Germany lead plant.-Implemented a digital platform for follow up meetings on shopfloor reducing internal costs 40 TUSD yearly.-Standardization of PMI standards within the project management area and implementation of hybridapproach (agile and predictive).

-Responsible for coordinating and launching of the most important low-pressure sensor project in 2018 with FORD, with production of around 900k parts per year across 5 years, involving the release of a new manufacturing concept.-Project launch manager for other OEM projects with JLR, VW and GM.-Trained the new project engineers in SAP transactions, control plans, capability studies and other plant standards. Achievements-Managed to overcome 4-week delay in FORD project caused by the organizational loses in manufacturing area.-Managed to overcome 6-week delay in critical projects with VW / Suzuki, caused by the lack of project engineers.