Leading company in executive aviation, founded in 1968, the first air taxi in Mexico. Fleet 43 Aircrafts. Based in Toluca airport and counting with more tan 25,000 SQM of FBO, hangars (5) authorized MRO service center and corporate offices. Launch of MEXJET program (Jet Card). In 2009 opening and beginning of operations in Monterrey (FBO and MRO ALE Service Center). With +500 employees. In charge of 17 aircrafts custody and management, ground services and private aviation FBO, international lounge, arrivals/departure as well as customs services.- P&L Monthly financial balance report to Customers and ALE Top Management team- Aircraft maintenance program (Planning and Execution)- Customer Satisfacction Index - Increase +25% jet fuel sales, generating delta+ income for the company- Improve performance and team work (+70 employees)- Budget management report

In charge of maximizing assets availability as well as to extend its operational useful life, providing timely and efficient maintenance rutines, ensuring fleet quality repairs to provide safer trips to our customers and final users. Managing fleet maintenance (+5,900 vehicles), annual budget management of $19 MUSD and infrastructure management 20 workshops. Leading a team of 3 direct reports +480 indirect reports. o Improved KPIs: fleet inactive days from 6,674 to 3,933 (-41%) / Service centers national efficiency from 69% to 77% (+8%) considering the fleet increase from 5,339 to 6,268 units (+17.4%)o 2021 Savings: 292.4 KUSD impacting EBITDA. Software & Licenses, warranty claims and technical campaigns with OEM’so Developed & Implemented “Mecanix” Mobile App/Platform to migrate to predictive maintenance techniqueo Strategic project portafolio (09 Iniciatives: 05 delivered on time & cost, 04 On-going among schedule)o Implemented 2021 technical training program. Results: 657 trained employees, 341 hours, 59 events, 5 events per montho Implemented Maintenance Governance Model, 3 Steering Committees weekly basis (KPIs/Technical Issues/Tires)

In charge of defining the sales strategies of spare parts business nationwide, administration of customer service contracts and responsible for the definition and implementation of the dealer development master plan. Reporting to the Presidency of the Volvo Group Mexico and leading a team of 27 direct reports + 90 indirect reports. o I implemented optimization strategies within the supply chain, reflected in the increase of customer satisfaction, mainly in the indicator of spare parts availability increasing from 93.1% to 97.2%, complying with the annual sales quota for more than 50 MUSD and keeping the net profit margin above 40% on average.o I improved the indicator of spare parts sales per bus from $9,161 to $9,301 USD, +1.5%. o I evaluated, defined and implemented the opening of 2 service centers located in CDMX and Tuxtla Gutiérrez, reinforcing the service strategy, increasing brand value and customer satisfaction index.

Development and implementation of the project management office, as well as the definition of the annual long-term investment plan, ensuring compliance with the company's financial strategy. Reporting to the Presidency of Volvo Group Mexico and managing interdisciplinary teams.o I contributed strategically to reach a 10% profitability (net margin) and a 19% return on capital (ROC).o Manage the annual CAPEX budget during 2017 and 2018 for $1.8 MUSD per year, implementing during this time +50 initiatives with a 93.5% utilization rate, generating significant savings for the company.o I executed the renewal of the commercial area, redefining profiles, functions, optimizing processes, as well as improving team performance, particullary on the sales force, increasing the volumen of units sold by 49.2% (from 650 to 970). o I evaluated, defined, convinced and implemented the initiative of modernization and automation of the lighting system of the plant, with state-of-the-art technology and according to local and corporate regulations, with an investment of $1.5 MUSD, 4 years horizon, generating savings in energy consumption ( -64%), decrease in CO2 emissions, optimizing labor and maintenance cost in $18 KUSD per year.

I opened the business and developed the growth strategies, increased sales by 28.7%, reduced costs (-2.3%) by implementing policies, processes and procedures, controlling OPEX through effective planning, labor optimization, supplier development and inventory control. In charge of the P&L statement.

Define strategies to ensure a safe transport operation, managing fleet maintenance (6,008 vehicles), annual budget management of $160 MUSD and infrastructure management 25 maintenance workshops, 40 spare parts stores, 3 body reconditioning facilities , 1 remanufacturing plant for major mechanical assemblies and 30 fuel supply stations. Ensure operational efficiency, quality mechanical repairs (safety), as well as the functionality of passenger comfort attributes. Reporting to Transport MD and to the Group´s Executive Committee, leading a team of 47 direct and 2,419 indirect reports.I managed to keep in control the direct and indirect cost variations of fleet maintenance within +/- 5% in relation to the annual budget allocated.I developed and implemented the methodology to determine Predictive Maintenance (reliability and performance of parts, components, assemblies and systems) strengthening the bases for the development of budget exercises, generating greater efficiency inside supply chain and securing availability of spare parts.I implemented the technical training program. Result: 1,024 trained employees, 46.5% of the technical staff.I promoted the use of BIODIESEL through a totally sustainable technique, generating a reduction of polluting emissions by 29%. I optimized spare parts national Inventory from $16.0 to $13.1 MUSD, increasing the consumption of spare parts by 16.8%, staying at a level below 3.5 months of average consumption. Inventory reliability level higher than 99%. Service level 97.2% at Group level. I led the scrapping process of 2,008 buses generating tax benefits of the order of $21 MUSD. I approved and promoted the creation of the National Innovation and Creativity Forum, with the objective of knowing, disseminating and replicating the best practices generated by technical personnel. Implementing 90 improvements, generating savings for $670 KUSD.

Managing a fleet of 475 buses, with 82 people in my charge, responsible for the execution of preventive, predictive and corrective maintenance programs, ensuring the quality of repairs, assigned resources and infrastructure to meet the established goals and objectives. Adjust maintenance cost by -12% coupled with a 10% increase in terms of fleet availability.

I converted a repair shop into a production plant with 3 remanufacturing lines: engines and transmissions.Optimize process cycle time, material handling, skilled labor allocation, equipment and machinery efficiency to define annual maximum capacity by ensuring high-quality components and mechanical assemblies with optimal cost and delivery time to meet requirements bus operations.

I designed the model for the evaluation and analysis of maintenance costs at the transportation management level, identifying areas of opportunity, generating improvement initiatives as well as preparing reports that allowed us to focus on operational projects with a view to asset availability and therefore business growth.I established the routine of communication and follow-up on technical issues with the OEMs, giving guidelines to the standardization of improvements in terms of quality and productivity of the company's vehicle fleet.

I collaborated to carry out the expansion project of the production plant to manufacture 500 million more cartridges per year. Contributed to the new configuration of the spaces 7,377 sqm of plant, 2,994 sqm of offices and 760 sqm of services. I generate the first complete report of annual programs in Industrial Engineering, with cost savings of $1.47 MUSD. Developed the annual capacity plan, giving continuity to the company's expansion projects.