I was invited to lead the Sales and Marketing team at Karl Storz HUB Mexico. My responsibilities include designing the business strategy to stabilize the team and increase market share across all countries. I supervise a team of 7 managers, 10 sales representatives, and 4 product specialists.Achievements• Designed commission and bonus strategies to boost direct sales.• Implemented a bidding process that provides clear guidelines for doing business with government institutions.• Successfully secured a direct contract for neurosurgery with ISSSTE in 2022.• Recovered and closed the largest OR1 project worldwide for Karl Storz, exceeding my quota by 250%.• Established the KS brand presence within ISSSTE.

I was hired to lead the Orthopedics and Neurosurgery Business team (Sales and P&L) in Mexico. My responsibilities included designing the business strategy to stabilize and increase market share. I worked closely with Operations to create a robust process for direct sales. I supervised a team of 13 sales representatives.Achievements• Designed the “Go to Market” strategy, balancing direct and indirect sales.• Implemented processes for direct sales in surgical procedures.• Won bids for the first time in 2020 at locations such as Magdalena de las Salinas, Lomas Verdes, and INR.• Successfully obtained the neurosurgery bid in 2021 from ISSSTE, exceeding the quota by 150%.• Restructured the sales team according to the new established strategy.

I was hired to significantly improve service in the orthopedic operations business across the country. I was responsible for J&J Medical’s central business, overseeing nearly 1,500 direct surgeries per month. My focus was on promoting collaboration between Sales, Finance, and the Operations team to optimize performance throughout the order-to-cash process. This effort allowed us to eliminate uncollectible accounts and minimize outstanding orders. I managed 4 warehouse/sterilization centers and led 5 direct reports across 4 functional departments (surgery planning, storage, transportation, consignments, and customer service), as well as 50 indirect reports.Achievements• Restructured the Orthopedic Operations Department to meet current needs, building a strong team with a customer-centric approach and a sense of urgency.• Coordinated all JJRC audits for the four warehouses, achieving top ratings in each.• Consistently reduced operational expenses by $300,000 USD over the past two years.• Improved inventory accuracy from 65% to 98.5% within two years (resulting in $1 million dollars in savings) through the implementation of standard operating procedures (SOPs) and controls.• Implemented a strategy to centralize surgery scheduling and billing in CDMX.

Assigned to develop and execute the strategy for implementing IBP (S&OP) in Latin-American and Canada. In charge of controlling more than 300 customers’ consignments and $210 million in inventory. Designed and implement solid SOPs in the region (Canada & Latam). Achievements• Design and Executed the strategy of Inventory control & counts (In-House and Consignments) for hole country according to policies. • Reduced inventory difference from USD 20MM to 1.5MM in a year by implementing the strategy and controls. • Achieved a surgery fill rate of 92% from 75% by implemented the S&OP process.

Promoted to direct and provide executive guidance for logistics, technical Service, customer service, and supply chain areas in Mexico. Assigned to work in partnership with the Sales Manager providing continuous support to the sales team and work closely with distributors to coach them in our business processes and sales performance. Defined in coordination with the sales team the country’s strategic plan and ensure full implementation of product launches. Continuously interacted with distributors to identify needs. Spearheaded organizational restructuring and change management initiatives that transform the operations organization into cross-functional, customer-focused teams that produced striking increases in internal efficiency while improving responsiveness and solution to customers' challenges. Served as visionary and driving force behind numerous other initiatives, including:- Operational processes enhancements - Best practices implementation - P&L control- Product Launches - Inventory control and reduction - Distributors DevelopmentAchievements• Executed the strategic plan to improve the country’s portfolio by accelerating the introduction of new products and phasing off old brands. • Introduced new products lines to distributors, helping them in the sales business process and promotions. • Built and developed the Operations team in Colombia. • Reduced E&O 42% and Operational Stock 25% by implementing Supply and Demand Planning. • Reduced inventory difference from USD 267k to 4.3k by implementing new processes and controls. • Implemented full use of QAD WMS, MRP and V-Tiger CRM. • Implemented the strategy to achieve a smooth stock transfer to our Distributors.

Hired to take over operations business that includes logistics, technical Service, customer service, and supply chain areas in Argentina, Chile, Uruguay and Paraguay. With charter to promote growth through sales collaboration, operational efficiencies, and expenses control. Worked closely to the Orthopaedics Sales Manager to implement the strategy that succeeds in supporting the government health plan to eliminate patient’s waiting list. Built strong relationships with key decision makers and those stake holders in the purchasing process to succeed in being the first choice in Hospitals. Implement the logistic strategy to succeed in the trauma launch in the country.Achievements• Achieved to get the 60 % of the hips surgeries in the country.• Reduced inventory difference from USD 180k to 7k by implementing new processes.• Implement double control points in all process decreasing to 0,5% customers complaints.• Saved 20% in new forwarders contract for LATAM.• Reduced E&O 27% in Chile and 61% in Argentina• Reduced Operational Stock 18% in Chile and 28% in Argentina.• Developed a solid, focused and compromised Operations Team

Recruited by Operations Manager to play a primary role in the start up of two new profitable projects, “Plan Remediar Project” (Country-wide Government Social Medicine Distribution) and the implementation of Oracle Warehouse Management System in the new Distribution Center (as Super User) and finally take the responsibility of driving the operations (reception and storage, replenishment, order picking planning, dispatch and distribution throughout the country).Achievements• Implemented of “Plan Remediar Project” one month early than projected.• Smooth Implementation of Oracle Warehouse Management System and training all users on time.

Accepted opportunity to lead the manufacturing plant, managed 4 supervisors and 75 production plant workers in steel wool, sponges and packing areas. Financial project analysis of new production equipment as well as new products. Development and monitoring of manufacturing processes and its improvements, establishing quality standard across the product line. Design of measurement systems for the acceptance of raw materials and packaging materials for production. Headcount analysis according to forecast future sales and investment.Achievements• Grew steel wool productivity 15%.• Reduce 30% work in process materials.

In charge of 3 auxiliary plant production and 45 workers in extrusion, coating and lamination areas. Coordinate production plan, warehouse management plan and machinery maintenance. Participate in six-sigma projects, as Green Belt, to increase productivity and reduce wastage. Participate in the re-engineering of the productive process information.