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+ Restoring normal operation in less than two hours of three mission-critical IT systems of Nextel Mexico when a critical and high priority incident affected the operation, by effectively coordinating the responsible teams (both local and abroad) to find out the solution. Likewise, keeping informed about business impacts to the IT upper management and business areas. Once the incident was solved, obtaining the RCA report within the following 24 hours by coordinating the responsible team and promoting the implementation of corrective actions.+ Contributing to reduce the number of critical and high severity incidents in the Central Billing System of Nextel Mexico to one a year and complaints of business areas to zero, by proactively promoting the implementation of fixes on a regular basis, coordinating testing activities, conducting approval procedures for the change, communicating technical details to IT upper management and business areas and coordinating implementation procedures with the participation of 30 production support teams, 5 business teams, and 35 IT applications, in periods of 1 week minimum.+ Improving incident response time by 30% over a period of six months, by implementing ITIL processes for 35 applications, by organizing and providing training to 50 production support team members, and collaborating in ALM application settings (Service Manager) for managing incidents and requirements, tool used by the Service Desk.+ Exceeding Customer Service manager expectations (Call Center) by reducing and maintaining the number of complaints to zero, regarding the service provided by the production support team of the mission-critical application VRU, over a period of three weeks, through weekly status meetings and issue tracking, likewise, keeping informed the IT upper management about the operation status of the platform.

+ Contributing to the success of the Mexicana Airlines technological upgrade plan, by delivering, over a period of six month, of 15 of the most critical projects, through a flawless execution of project managing, with a team of junior developers in the area of loyalty programs, balancing my responsibilities as a production support team leader.+ Maintaining availability of the frequent flyer system at 99.8% along with other KPIs, by managing requirements, incidents, changes and problems, according to ITIL framework, and coordinating production support team priorities and assignments and negotiating business areas needs as a production support team leader.+ Reducing by 50% the coding time and implementation of new functionality and fixes to the Frequent Flyer system, compared to the previous system, through expert knowledge in Oracle 8i, Java, PowerBuilder as a senior programmer.