Responsible for Financial Planning, Profitable Growth, Treasury, Accounting and Administration Departments.

Responsible for Operations, IT, CFO, Processes & PMO, Legal, and Human Resources (100+ employees). Managed all aspects of the end-to-end processes and services that support all lines of business. Designed transformation strategy, developed a high-performance team, and executed agile/entrepreneurial mindset-based optimization program, achieving the highest operational excellence levels in the company’s history. Sponsored the 1st upgrade of a technological business platform and the creation of the 1st digital distribution channel. Developed an innovative system to set strategic goals and manage business plans, increasing business value by 30%.

Responsible for controlling and managing the efficiency of the leading bank in Peru, reporting results to a committee composed of the CEO and all C-level executives. Annual OPEX: US$1+ B; Efficiency Ratio: 51.0% (2012) to 41.8% (2018). Created novel decision-making model to manage value of OPEX/CAPEX decisions of Digital Transformation of the bank.

Founder of the COO Office. Managed operational performance of the main back office and the largest technological banking infrastructure in the country (60% general expenses / 90% total investments of the bank). Co-led initiative to develop the group’s 1st shared services center, comprising Operations, IT, and Administration.

Responsible for Operations, IT, CFO/Controller, and PMO. Played an essential role in the relationship with regulators from the Federal Reserve Bank and the State of Florida. Member of the Operations Steering Committee of the Florida International Bankers Association (FIBA).

Responsible for the international trade business unit (P&L represented 15% of bank’s fee income) and the relationship with foreign and multilateral financial institutions. Improved market share for international trade products by 40%.

Led multidisciplinary team to develop a new financial controlling model for the bank’s CEO/CFO (1,000+ KPIs).

Refined business requirements, designed use cases, and tested transactional services for a world-class business portal. Improved testing productivity by 500% and created a tool for managing access permissions for 2000+ clients.

Led change management group in a project to renovate the branches’ IT platform. Implemented bank-wide scorecard to control business process quality (800+ KPIs). Redesigned back office processes, reducing processing time by 50%.