Responsible for the company's overall revenue growth, by identifying and developing new business opportunities, growing existing Business Unit's patient and client pipeline and expanding brand presence. Leads cross-functional teams, manages new and existing strategic partnerships, and implements strategies to achieve business goals. - Marketing/Growth Patient/Client Funnel management. - Increase surgical conversion rate through lean management strategies, and team motivation.- Continue share growth in the private medical insurance market.- Develop BI department, to have more in-depth knowledge in various areas of the company, from Marketing to Finance and everything in between. - In charge of Clinical Trial sponsor attraction, as well as Clinical Trial patient recruitment efforts. - Optical Shop revenue growth and new sales channels.- Collaborates in potential business startups and diversification initiatives.

Focused on the clinic's overall growth, working hand in hand with the CEO and the Marketing Manager. Strategy based on two main fronts: efficiency increase through Business Process improvements (SaaS solutions), and team motivation. In charge of designing and executing growth initiatives. Cross-functional team player that ensures parties involved are on-board with strategies.

– Distribution and installation of residential artificial turf and all types of sports surfaces. In charge of the Supply Chain, from Vendor to final Client.– Completely revamped main warehouse in Tijuana, both physically as well as procedures. – Implemented material management system to correctly track inventory. - Improved warehouse efficiency and client delivery performance. Reduced scrap by over 10%.– Grew the MM to a full-on ERP to maximize worker productivity, improved client response time about 90%, and created on time and quality reports.– Spoke out to owners about rebranding, lead and implemented the change.– Developed Business Case to guide business towards its 5 – year value plan. – In charge of Sport Complex installation projects. Oversaw over 200,000 sqft of sports surfaces installation projects.

Consultora para PyMEs desde la etapa de evaluación de procesos, planeación estratégica, diseño e implementación de soluciones IT. - Odoo Partner

La industria de la limpieza comercial es considerado por muchos analistas financieros como un negocio resistente a las crisis económicas y como un negocio prospero, debido a que la limpieza comercial es una necesidad básica en todos los comercios. Prácticamente todos los establecimientos comerciales requieren de estos servicios, por ejemplo: oficinas, centros comerciales, locales comerciales, escuelas, bancos, supermercados, condominios residenciales, centros médicos, cines, tiendas departamentales, gimnasios, concesionarias de autos, dependencias gubernamentales y muchos más. Actualmente existe un aumento significativo en la exigencia de la higiene y de la limpieza. El servicio de limpieza que ofrece la franquicia de JAN-PRO puede satisfacer las necesidades más exigentes de cualquier cliente. Esto es gracias a los productos, metodología y tecnología de JAN-PRO.JAN-PRO, la franquicia de limpieza comercial más grande del mundo, ha sido nombrada como la Franquicia # 1, en su giro, de más rápido crecimiento en el mundo, durante 10 años seguidos 2004-2014 (Entrepreneur’s Franchise 500 ®). Actualmente hay más de 130 Franquicias Regionales y casi 12,000 Franquiciatarios Unitarios a nivel mundial, por lo qué JAN-PRO proporciona todos los beneficios de una marca exitosa: Reputación internacional, procesos probados y un sistema de apoyo que sigue impulsando nuestro rápido crecimiento.

Jan-Pro, clasificado #1 de franquicias de Limpieza Comercial por Entrepreneur Magazine’s, es reconocida como una de las mejores franquicias a nivel mundial. Actualmente opera en 14 países, con más de 130 oficinas regionales. Se espera que continúe su crecimiento exponencial durante el 2015 con la apertura de oficinas regionales en la Ciudad de México y otras ciudades principales del país.

Family owned and operated. Flips foreclosed low to mid-income family housing.

Strategic Procurement

Senior Analyst in Planning Department (September 2008 – March 2009)In charge of Planning Department for Mexico (Monterrey, Veracruz, Puebla, Colima), Guatemala and Colombia- Standardized Purchasing Methods from two different cultures, integration with newly acquired company, IMSA- Analyzed data to identify potential cost reductions - Crisis Contingency Plan- Identified opportunity to improve on-time delivery of materials. Lead improvement project- Lead training of Local Junior Analyst and support training of Analyst in US OperationsJunior Analyst in Planning Department (April 2006 – October 2007)- Member of the GT Program (Global Trainee)- Helped in the integration of a newly acquired company, Hylsa- Developed set of KPI's to be published on our Companies' Visual Flash

Developed Planning Department for offices in Italy and Romania- Developed current management control system- Created Corporate Travel Scorecard for all of the Techint Group companies- Created Scrap Supplier Scorecard; special indicators in order to understand the scrap business in Europe- Lead on-time delivery improvement project that resulted in reaching objectives set by HQ

- Standardized Reports and clients follow ups with overdue accounts payable. Recuperated over 300,000 USD of Bad Debt accounts