Marcelo Ruiz R Email and Phone Number

Implementation and development of the air cargo product strategy at the regional level, building a team of 20 people, responsible for the P&L results, meeting commercial commitments and customer service.• Implementation and creation of the Air product P&L management model to measure compliance with the financial KPIs of a Sales portfolio ($25MM USD per year), resulting in a growth of 170% and a GP/Sales driver result of 30%. in 2 years.• Leadership, creation and implementation of… Show more Implementation and development of the air cargo product strategy at the regional level, building a team of 20 people, responsible for the P&L results, meeting commercial commitments and customer service.• Implementation and creation of the Air product P&L management model to measure compliance with the financial KPIs of a Sales portfolio ($25MM USD per year), resulting in a growth of 170% and a GP/Sales driver result of 30%. in 2 years.• Leadership, creation and implementation of international air cargo agent codes and IATA license in Chile, Peru and Ecuador.• Achieve evangelize and promote knowledge of the air business in an organization historically and culturally focused on the maritime product, developing operational KPI management panels, transit time compliance, pricing and profitability of shipments.• Recruitment and development of the regional Air team (Chile, Ecuador, Bolivia and Peru), in addition to integrating the organization in Peru after the acquisition of FFW Senator Internacional.• Implementation and management of the new SCL Airport Office in teamwork with the different areas of the company to achieve its own operational presence versus a third-party operation. Show less

Responsible for directing land transport operations at the National level, ensuring efficiency, compliance with the contracts of the Carozzi group and other external customers, development of operational KPIs, people management and promoting risk prevention policies. Responsible for leading a team of 370.• Implementation of the operation of new Mercado Libre, Enaex and L'Oreal Client accounts.

Responsible for ensuring the customer promise and commercial commitments of the air product. Develop collaborative relationships with suppliers and agents in the logistics chain. Management and management of the income statement of the air business. Responsible for leading a team of 25 people.• Implementation of a new management model with KPIs to measure compliance with profitability per client, which allowed for a 35% improvement in the profitability of the portfolio, equivalent to an… Show more Responsible for ensuring the customer promise and commercial commitments of the air product. Develop collaborative relationships with suppliers and agents in the logistics chain. Management and management of the income statement of the air business. Responsible for leading a team of 25 people.• Implementation of a new management model with KPIs to measure compliance with profitability per client, which allowed for a 35% improvement in the profitability of the portfolio, equivalent to an additional USD $ 800 versus 2018, and a conversion ratio of GP / Sales of order of 25%.• Redistribution of workloads of the portfolio by executive, specialization by industry and establishment of criteria in the allocation of new clients, which allowed for an improvement of 40% in the productivity of the team. Show less

Responsible for air cargo operations of Latam Airlines, in the four main stations Mexico and West Coast USA. Responsible for leading a team of 125 people.• Promotion of a culture of collaboration between the operational and commercial areas, establishing alignment meetings, which resulted in a 30% growth in the optimization of passenger aircraft cargo and with an impact of USD $ 0.8 MM per year in operating margin.• Incorporation and development of the LEAN philosophy in the processes… Show more Responsible for air cargo operations of Latam Airlines, in the four main stations Mexico and West Coast USA. Responsible for leading a team of 125 people.• Promotion of a culture of collaboration between the operational and commercial areas, establishing alignment meetings, which resulted in a 30% growth in the optimization of passenger aircraft cargo and with an impact of USD $ 0.8 MM per year in operating margin.• Incorporation and development of the LEAN philosophy in the processes and in the team, which allowed a 60% reduction in the indicator of operational errors and improved shift productivity by 25%.• Negotiation and decrease of 20% in the costs of renting warehouses, offices and other efficiency initiatives in close coordination with the Commercial area, which allowed us to save USD $ 0.5 MM in fixed costs without impacting the Service.• Restructuring by outsourcing and making operating personnel shifts more flexible, which reduced unit costs by 15%, equivalent to USD $ 0.4 MM, and improved productivity by 25%• 100% compliance with various audits with aeronautical authorities, clients, security and quality entities, which meant ensuring the maintenance of certifications to operate.• Implementation of a system for the administration of withdrawals and delivery of cargo throughout the region, which made process times visible, improving the quality and timeliness of information. Show less

Manager responsible for air shipping operations of passengers and cargo area in Latam Airlines Group based in Mexico, and responsible for the five principal commercial stations in Mexico and Central America. In charge of a Team of 65 people, 5 airports. • Incorporation and development of the LEAN philosophy in the processes and in the team, which allowed the operation error indicator to be improved by 20%, process times to be reduced by 40% and shift productivity to be improved by 15%… Show more Manager responsible for air shipping operations of passengers and cargo area in Latam Airlines Group based in Mexico, and responsible for the five principal commercial stations in Mexico and Central America. In charge of a Team of 65 people, 5 airports. • Incorporation and development of the LEAN philosophy in the processes and in the team, which allowed the operation error indicator to be improved by 20%, process times to be reduced by 40% and shift productivity to be improved by 15% .• Innovative initiative in the implementation of a centralized Air Waybills Fingering Center in Mexico, which allowed savings of USD $ 0.7 MM, to improve the quality and scalability of 85% of branches in a critical process for business.• Renegotiation of contracts with third parties, suppliers and new pricing of services in the region, which allowed for an increase in operating income of 70%, equivalent to USD $ 400 thousand per year.• Implementation of organizational changes, outsourcing of services and renegotiation of contracts in the region, which allowed unit costs equivalent to USD $ 250,000 per year to be improved by 20%, without affecting customer service.• Implementation of a transit team, ensuring time, timely information and quality, which meant installing Mexico as a reliable hub in the region for cargo transfers. Show less

Head of the air shipping exports of cargo and passengers area of Latam Airlines Group based in Santiago. Teamwork with commercial departments and customers, relationship with airport suppliers, customs agencies, among others. Team of 75 people. • Planning and operational leadership in seasons of cargo flights from Iquique to Miami, which meant achieving sales of USD $ 50 million and retaining the client for the following 2 years.• Coordination in the relationship between the union… Show more Head of the air shipping exports of cargo and passengers area of Latam Airlines Group based in Santiago. Teamwork with commercial departments and customers, relationship with airport suppliers, customs agencies, among others. Team of 75 people. • Planning and operational leadership in seasons of cargo flights from Iquique to Miami, which meant achieving sales of USD $ 50 million and retaining the client for the following 2 years.• Coordination in the relationship between the union and the company, through meetings and collaborative work, which allowed successful collective negotiations for both parties and without jeopardizing the operational continuity of the business. Show less

Lead the operation and business of the Latam Cargo Air Import Cargo Warehouse, with a team of 110 people.• Implementation of a new warehouse management system, through collaboration and training of work teams, which meant improving process times, restructuring functions and improving the customer experience.• Leadership of the project to install warehouses for perishable cargo and innovate in the cold chain management service at various temperatures for the pharmaceutical industry… Show more Lead the operation and business of the Latam Cargo Air Import Cargo Warehouse, with a team of 110 people.• Implementation of a new warehouse management system, through collaboration and training of work teams, which meant improving process times, restructuring functions and improving the customer experience.• Leadership of the project to install warehouses for perishable cargo and innovate in the cold chain management service at various temperatures for the pharmaceutical industry, which allowed to innovate in infrastructure, offer new services and improve revenues from cargo handling. 50% perishable, equivalent to USD $ 100,000 per year. Show less

Based in Santiago, measured the operation management KPIs, quality and Operational Cost budget. Responsible for following:✔ Operational costs reports for the whole cargo network (25 stations).✔ Focused on quality indicators’, ✔ Budget planning, development of KPIs, ✔ Efficiency proposals and supporting the management of the operations’ division. ✔ Team of 5 people.