-Material procurement efficiencies: Procurement frequency increased, coverage policy reduction. From 135 days of stock to 105 days of stock. $2.1 Million MXN less.-Material cost reduction: savings projected in 2014 for $3.5 Million MXN.-Blister Project with projected yearly savings of $6.5 Million MXN.-Cost 2 Serve Project implementation: Measure the actual supply chain cost to serve by customer or group of customers. Analyze & understand evolution of cost drivers. Customer P&L, Act on cost drivers, Define and monitor logistic rebates, Use as basis for customer segmentation

Key role in the SAP implementation for L’Oreal’s new manufacturing facility, in San Luis Potosí. L’Oréal’s biggest hair color factory in the world.Liason between SLP factory and Demand (North American and Latin American Affiliates).

Implemented a strategy to successfully coordinate customer care, operations and traffic, resulting in a more effective planning within the supply chain.Restructured the inverse logistics process to better manage returns, credit notes and increase the rate of stock reintegration.

-Honors: Merit-based Scholarship by UCLA Anderson School of Management -Leadership: First Year Academic Director, Latin American Business Association; Second Year VP, Latin American Business Association; Second Year VP, John Anderson Golf Club. -Membership: Investment Finance Association, Strategic Operations Management Association, Entrepreneur Association, Latin American Business Association, Golf Club and Soccer Club

• Developed a project to create a more efficient banana supply chain with projected savings of 4 M and IRR of +70%. • Created a tight working relationship with suppliers to asses technical needs, established the performance measurement method, the operational and quality assurance procedures, and timelines for implementation. • Participated in developing a project to improve the profitability of the produce department in Bodega Aurrera, modifying the catalog, reassigning spaces, and proposing operational savings that lead to 20% increase in gross margin, 16% decrease in operational expenses and a 21% decrease in equipment expenditures within the stores.

Co-Founded trading and manufacturing company targeted at the Mexican hardware market, developed business plan and business strategies, monitored monthly profitability and cash flow. • Implemented marketing strategy, and developed a nation-wide sales-force that generated annual revenues of 5.5M. • Successfully entered the market of hardware retailers and distributors achieving 20% market share within 2 years, with a catalog of 80 Assembled/Manufactured SKU’s and 150 imported SKU’s from around the world. • Gained important accounts such as Wal-Mart and Sam’s Club, generating total revenues of 2M. • Developed a strong relationship with international suppliers such as Werner Ladder that helped to increase gross profit by 25%, reduced by 45% days of inventories of raw materials. • Developed a low-cost structure that provided the company a competitive advantage to disrupt the 30 year existing ladder monopoly.