Asistencia técnica en finanzas (tesorería, presupuesto y riesgos).Departamento de Asuntos Fiscales

Financial, economic and public policy advisor.Multilateral entities- International Monetary Fund (FAD)- Inter-American Development BankFENOGE - Fund for Non-Conventional Energy and Efficient Energy Management.Others in the oil, financial, judicial, health sector.

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Responsable del financiamiento del presupuesto, la administración de riesgos de la deuda de la Nación ($425 billones), las operaciones de la Tesorería General de la Nación y sus activos bajo administración ($20 billones), los pagos a los destinatarios finales del presupuesto ($160 billones/año), la autorización de las operaciones de crédito público a las empresas del estado, la aprobación de riesgos y condiciones financieras de las Asociaciones Público Privadas (APPs) y la relación con la banca nacional, internacional y multilateral.- Emití el primer título del gobierno a 32 años en moneda local ($4 billones); el anterior era a 17 años.- Logré la primera cobertura por terremoto a través de un bono paramétrico con el Banco Mundial (US 400 millones).- Estructuré la garantía para la financiación del Metro de Bogotá ($7.8 billones).

Diana is a consumer goods company with sales of US$360 million, mainly in rice, margarine and vegetable oils.In charge of overseeing the whole operation, including the production company (Saceites) with sales of US$46 million.- Increased the maintenance investment in 4x the historical level.- Executed a strategy that changed the focus from volume to profitability. It resulted in a change in the sales channels mix and a decrease of 50% in volume, opening up new opportunities.- In result of the strategy, I got the best EBITDA of the company in its history, surpassing by 32% the result of 2014 (previous historical record). I fulfilled the budget in 183%.

- Structured and executed a tax strategy with benefits of US$4million, through a leaseback.- Restructured the Collections Unit, changing the focus from client to process based, improving the accuracy and efficiency and decreasing the headcount by 25%.- Took the Area to the 1st place in organizational climate, within the company, according to Grate Place to Work.- Changed the accounting from Colombian GAP to IFRS.- Leader of the merge between Carolina and Diana Corporation, going live as scheduled.

Responsible for the administration of the companies owned by the Colombian State. This included corporate governance guidelines, strategic planning, financial follow-up and support in complex transactions, for 131 companies, mainly in the energy and financial sector, in which the State was a shareholder.- Leader of the merger between Colombia Telecomunicaciones (Telecom) and Telefónica Móviles (Movistar). Capitalization, for US$2,3 billion, and merger that required a special law, a Conpes (government´s policy document) and a decree. This was one of the biggest and most complex transactions ever done in Colombia.- Leader, in the sell side, of the M&A transaction in which Brookfield bought Empresa de Energía de Boyacá, for US460 millions.- Leader in the transformation or selling processes of companies like Gecelca, Urra, 4-72, EPSA, Electricaribe, Gensa, etc.- Developed an ownership model that is transforming the way the government behaves as stockholder, following the OECD guidelines for state-owned enterprises. Approval, of the financial characteristics and structure, of infrastructure projects done through the mechanism of “Public Private Partnerships” (PPP).- Part of the team that structured and wrote the PPP law and its decrees.- Part of the team that was structuring the “Infrastructure Bonds”. These securities were necessary to finance the infrastructure plan of the government and were expected to rice US13 billions in the next two years.Managed 14 massive transportation (BRT) projects in the main cities of Colombia. These projects required around US$2 billion of budget and debt.

Responsible of the country’s indebtedness, treasury and cash management guidelines.- Developed Colombia´s Medium Term Debt Strategy, using an ALM approach.Analysis of the structure and valuation of the contingent liabilities of PPP projects (airports and roads such as: Autopistas de la Montaña, Ruta del Sol, Aeropuerto El Dorado and Bogotá-Girardot)

Responsible for the commercial efforts and the structuring of Investment Banking Products (Bonds: Avianca & Concesionaria de Occidente).

In charge of the development and/or commercialization of structured treasury products (Swaps, IRS, Deposits, etc.)Responsible for the relationship with International Financial Institutions (Correspondent Banks) and multilateral agencies, as well as handling the bank’s assets and liabilities in FCY worth approx. US$ 500 million.

Responsible for managing the relationships with some of the largest and most sophisticated Colombian customers.- Develop and adjust the bank’s products to the client’s needs, to help them have a better and more efficient management of its financial and administrative activities.Responsible for originating, structuring and supporting the development of complex transactions and the commercialization of the bank’s products and services.Worked on highly structured deals for these clients including: - Colombia Movil (mobile operator) – LCY Indexed Hermes Facility (Telecom, 2004. Deal of the Year by Euromoney and Global Trade Review)- EPM - USD/COP Cross Currency Swap (Utilities, 2003. Biggest Derivative transaction done in the Colombian Market, up to that year).

Análisis del portafolio de Sector Público, así como, estructuración y proceso de aprobación de transacciones de Banca de Inversión y Tesorería. Este portafolio representaba aproximadamente 25% de las facilidades de Citibank Colombia.Cree el modelo de calificación de riesgos para Municipalidades. Este modelo fue adaptado, en su momento, por Citigroup para la región Latam.

Participé en titularizaciones, emisiones de bonos y créditos sindicados en el mercado local, para clientes como Orbitel y El Tiempo, que sumaron aprox. US200MM.