Manuel Fuentes Email and Phone Number

As a Senior Service Delivery Manager I'm accountable for manage and control the support and operations services for VLAs. I also do Up Sales and commercial farming activities in addition to the efficient and accurate costs follow up in order to achieve adequate margin results to the entity. Taking care as well the quality standard of all deliverables to accomplish customer satisfaction, respecting the committed SLA.

Online and face to face classes organization and management. Budget and finance management. Social media campaign management. Customer and third party management.

As Service Delivery Manager I'm accoutable for manage and control the support and operations services for some Key Tier1 region's customer and projects. I also do efficent and accurate costs follow up in order to achieve adequate margin results to the entity. Taking care as well the quality standard of all deliverables to accomplish customer satisfaction, respecting the committed SLA.

As Service Delivery Manager I followed-up revenue billing, managed cost and supported the upselling activity for all the region’s S&M contracts, 18 projects that represent 46% of the whole LATAM revenue. I was accountable for customer care, relationship management and satisfaction sustainability for the most important contracts of the region. (Tier1 region's MNOs and Banks). Deliver SLA and KPI formal reports on periodic meetings with customers. I was also accountable for generating emergency and contingency plans during crisis, and generate and propose internal processes improvements.+ Improved and sustained customer satisfaction for Top Tier1 customer.+ Due to an efficient customer relationship Involved Banks on satisfaction survey whose never being involved before.+ On 2012 thanks to an adequate cost follow up promoted excellent region’s margin result of 75%.

As Support Manager I was accountable for adapting the size, technical and soft skills of the team according to the market demands (support contracts, crisis management, TELL ME and TELL ME Now results, etc) and to the SDM requirements in order to promote profit for the entity and value to the support services delivered to customers.Mexico/CENAM team was composed Support engineers on Mexico, they deliver Support services to all customers from the region. MNOs from México / Cenam, banks from Mexico and MNOs from Caribbean.* On 2011 obtained the best margin of LATAM Solution Support.* Developed Support engineer KPIs that allow a better team performances follow up and achieved next results in less than 6 months+ Boosted response, restoration and resolution times up to 90%+ Incresed team effectiveness up to 93%+ Decreased in 91% the call backlog* Maintained regional customer satisfaction (3.9 yearly constant). Good TELL ME and TELL ME Now action plans generation and Follow UP.+ In 2011 recover excellent satisfaction level for the most important LATAM customer by delivering good support services than enabled better communication and relationship.* Consolidated the Incident and Change Management Processes based on ITIL best practices* Consolidated the CENAM Team, started with 4 support engineers ended up with 8. Now the team is recongnized as a strong team among other internal teams.

* Built the LAN team, started with less than 5 support engineers and end up with more than 9. * Increased regional customer satisfaction from 3.6 to 4.0 by the end of 2009 and 3.8 yearly average. * Implemented standard processes that allowed to: (based in ITIL good practices as a tool) + Improved the team efficency by delivering good quality technical reports to customers. + Reduced response and resolution times for incoming customer calls. + Keep customer informed about calls evolution. + Assure sucessfull maintenance windows. + Improved inter regional knowledge sharing. * Improved support services delivery for all LAN customers : MNOs from México / Cenam, banks from Mexico, MNOs from Caribbean, MNOs and Bank service providers from Andean Pact.

*Even though resource shortage (less than 6 support engineers) and heavy bandwidth (more than 30 customers with more that 90 installed solutions) I was able to balance the work load among support engineers. *Managed to deliver 90% of the Preventive Maintenance activities. *Promoted good communication with customers by doing frequent follow up meetings. *During 2008 achieved good TELL ME results for all LATAM customers (3.9 in average) *During 2007 achieved excellent TELL ME results for Telcel and Movistar Mexico (5 and 4 respectively)

* I was in charge of the first level (24X7) support Americas Region. Since I was assigned to this task every month 79% of my received calls got closed, 8% were solved, 4% were left analyzed and just 9% under investigation. * Wrote several company's platforms technical notes * Involved on the acceptance (ATPs) of customized services and platforms * Developed several customized tools. * Involved on the Mexico's customers critical platform migration as well on the final validity tests of this project in order to put the new platform on production.

* Did the second LATAM platform second generation migration for colombian customers* Did the third LATAM integration of the Device Manager plaform for colombian customers* Comcel project was the most profitable of 2004 because all tasks were done as scheduled on the Time Plan. * Trained several customers on several GSM technology and platforms.

Created business opportunities with different customers, offering software projects according to their needs on mayor brands, integration with third-party vendors, business process optimization, enterprise software sales, consulting services and software development projects linked with instrumentation controls and the most representative are: * Gym - Control de Movimientos (installed in 4 Gymnatics clubs) + Improved the resources management of the business, taking absolute control of the income and outcome thanks to the report generation. + Implemented the billing ticket usage so the costumers payments could be tracked. + Helped the business owner to identify the most demanded products and the real active users. + Improved the business image achieving several sponsorships. * Gas - Control de Clientes (installed in 5 Gas stations) + Automatized all reports and invoice generation for costumers as well as the costumers control management. + Improved the business image thanks to the informations veracity and organization showed on the generated reports. + It created value in the service that offers this company to its clients. * ES4361 - Facturacion de Clientes (installed in 10 Gas stations) + Speed up 100% the invoice generation process, thus better service for the costumers. + Eased the search and creation of costumers.