Set the strategic direction and annual BP for QSE function, developing QSE Goals per business needs. Lead the development and execution of the strategy for effective implementation of the quality, food safety, and EOSH objectives based in KORE and ISO. Tracking key performance indicators and develop plans for improvement. Ensure all the metrics such as TDQ, PDR, LTSIR, IR, water usage ratio, energy usage ratio are achieved. Managing 30 MM mxn budget.Key achievements:  QA: Develop talent in the team with more than 10 people from my team to be ready for more responsibilities and better position in the chart coaching in daily basis. Align bar code for juices making synergy in KOF bottling system, successful implementation in critical projects for QSE area as Buy and sell change in the sales model include the ownership of other external WH, S4Hanna implementation including Sample Manager in Lab ,Multisite complexity and urgent supply for the shortest transit in the system, decision taking based in risk analysis data, maintaining for more than 10 years the certification in all the ISO (9001, 45001, 14001, 17025,& FSSC 22000) Sustainability First plant in the system in Mx in AWS certification core level, Circular economy of organic waste (generation of compost, livestock feed), social Impact Events, Cap Recycling, Rain Schools, Reforestation, Compost Donation, Development of internal water and energy saving projects, benchmark in EUR and second place in WUR, Innovation: use of Biotechnology in the WWTP, Development of the Clean Energy Project Wholesale Electricity Market, Development of the On-site Generation PEV project (photovoltaic panels), Clean Industry Certification Safety: World Class TIR Safety 0-.56) 8 consecutive years, Development of Behavior Observation Programs, Implementation of HOP Philosophy, Development of a Management Program for culture maturity (risk management and awareness-raising), IMCR Management, Emergency Response.

 Responsible for 3 WH sites, 73. Increasing QSE culture. Managing $1.2 MM budget including outside WH. Managing the logistic for all the receptions and shipments.Key achievements:  Obtaining zero WH findings in the recent KORE audit with good GMP. Implementing new structure in the WH based on people skills. Reinforced the use of FMEA. Achieving outside WH negotiation

 Responsible for managing 23 people. Managing $450 M USD budget Looking for saving and change the mindset in the Lab team to more business mindset. Increasing networking ion with the main stakeholder in the technical area (BU, R&D, ASL &Bottlers, fast response and establishing routines and cross reporting for obtain alignment in the Company.Key achievements:  Optimizing release process for dry parts by 25% (3,000 batches) due to the automatic SAP release Reaching savings $50 KUSD in 2016, Benchmark in LA 3 consecutive years in compliance with the KBI’s and we had the best performance in TDQ. Export talent: 6 people for developing their careers in other areas like CRM, OE, Production, WH, R&D.  Integrating Safety and Environmental areas (6 FTE’s) to my report in April 2014 where I have supported the implementation of the Safety Committee to implement a new strategy for the area increasing safety and environmental awareness in the plant.

 Managing the Integrated Management System and focus in reach CPSLA objectives. Audit the internal processes (processes, GMP's, GLP's) and also external audits (supplier’s audits) Key achievements:  Implemented and obtained the first certification in ISO’s in CPS Mex (9001, 22000, OHSAS 18001 and ISO 14001). Began the reduction in documentation for general programs like corrective actions and internal audit in join with CPSLA.

 Increasing the direct reports from 4 to 16 analyst. Formula administrator for more than 150 formulas. In charge of Integrated Management System, and all the teams in the Lab and focus in developed people and facing the changes in the Company as Acquisitions JDV and structure in the area for reporting again to LA.Key achievements:  Shelf-Life Extension procedure was created, and we saved more than $2 MM USD in RM and FP, and routine was implemented in the 5 CPSLA Plants. New model for release commodities and juices AS direct supply for JDV acquisition