We are a consulting advisory firm that uses the supply chain operations field as the backbone to optimize any business performance.We anchor our approach in two symbiotic pillars:- REVAMP PERFORMANCE: wholly centered on improving business results.- UNCHAIN POTENTIAL: removing barriers and challenging the "status quo".Both pillars provide the support for the best possible outcome to our clients.​

Led a supply chain transformation of a very diversified business portfolio four divisions: Automotive/Parts/Metals, Packaging/Consumer Goods, Electronics/Industrials, Craftsmen/Construction/Professionals.Responsible for Planning, Sourcing and Delivery of goods manufactured in 30 sites, via 40 distribution centers (70% plant co-located), with domestic sourcing of ~80% of FG and ~60% of RM, with a portfolio of ~45,000 SKU’s, servicing ~125,000 order lines/month.Achieved cash flow optimization of $65M (12 days of inventory, 15% reduction) by establishing an Integrated Business Process to better match Supply (operational sufficiency) and Demand (shaping variability) Improved service levels by significantly reducing backorders by ~$100M (85% improvement)Controlled a +$250M budget.

Led the NA supply chain start-up and design for a PE backed British Beauty company (La Perla Beauty).

Crafted Bridgestone's Supply Chain Vision: "To become a competitive advantage for the business to innovate, grow & win with customers, by executing end to end supply chain solutions, with operational excellence".Led and institutionalized Integrated Business Process, stewarding the cadence, increasing the rigor, and driving operational sufficiency to connect Supply-Demand; achieved cash flow optimization of $175M (7 days of inventory, 8% reduction).Crafted an end-to-end (Plan-Source-Make-Deliver) supply chain strategy; this included a logistics/deliver network redesign program; after 3 years program improve fill rate service by 15%, reduced cost by +$40M (~7% vs baseline).Controlled a +$600M budget, with a self-operated network of plant warehouses, regional distribution centers, forward distribution centers. Own and operate a private fleet of 300 tractors & 1000 trailers, in support of Plant-DC moves, as well as deliveries to 2,200 company retail stores (Firestone Complete Auto Care).Co-developed and executed a supply chain strategy to establish a Joint Venture Distributor with a competitor (~75 warehouses), to increase service level frequency to retail stores, while reducing channel disintermediation (TireHub).Orchestrated End-to-end Order Management, order to delivery of 250,000 orders/year.Spearheaded End-to end Procurement in Latin America, procure to pay of $400M spend/year. Supervised all planning functions in the organization (product, supply, inventory, transportation, demand) - developing data-driven end to end planning capabilities: People, Processes, and Tools.Chaired Bridgestone's Global Supply Chain Management Committee (global functional coordination).

Led the Asia & NA operational revamp for a PE backed American Musical Instruments company (Fender).

Full responsibility for the largest global investment project (~0.5% of Global Net Sales, ~1% of COGS). Replaced the financial (Product Costing, Inventory Accounting, and eProcurement) and Operational (MPS, MRP, QM, WM) systems of record for the Americas Supply Chain (4 ERPs, 3 WMS, 2 Divisions)

Responsible for Aligning Supply and Demand, while keeping Agility and Adaptability in the Order to Cash Cycle. Improved Service (~+15%), Reduced Cost (~-10%), Right-sized inventory (~-20%)Accelerated value creation by the rapid integration of the supply chain infrastructure of three acquired businesses.

Order to Cash accountability for NA & Caribbean ($2.5B sales).Built strong foundations in Demand Planning S&OP, Logistics Network Optimization, and Cross-Border Sourcing. Member of the Global Supply Chain and NA Leadership Teams.

Privately funded start-up marketplace for buying, selling, and leasing industrial assets in Latin America.Guided the start-up of all business-to-business activities and sales strategy in four LA markets (Miami, Mexico City, Buenos Aires, and Sao Paulo).

P&L (US$100M) and Operational (multiple distribution center networks, 2000+ employees) accountability for the Mexican market. Obtained Exel’s Pinnacle Award for the best operation in North America.

Managed the manufacturing operations (wood splitting, cutting, assembling, carving, polishing, finishing & upholstery) for a ~100 people luxury furniture company.