Ricardo Gonzalez Ochoa Email and Phone Number

Part of DEIMAN Flavors and Colorants for the Food industry, focused on improving culture in Mexico. Reporting to the Board of Investors.ITED - Defined the business model and currently implementing a Philosophy BA through digital channels, 52% so far.CCD - Defined the methodology for Business Model creation and implementation for new investments. Currently following up on 3 early stage projects, CEID (a Historic Research Institute), Hápax (Anthropology Research Institute) and a joint venture with the Mexico City’s Metropolitan Cathedral to back up the historic cultural reserve.

Editorial NUN - Restructured the Notas Universitarias Publishing Company’s business model. Increased +130% books published and +127% authors in 2 years.Established an elite Academic Counsel and passed the CONACYT criteria for high-end investigation books.Negotiating terms with Spanish publishing companies like EUNSA and RIALP among others, to become their distributor in America.

Joint Venture between Zurich insurance and the Santander bank to manufacture and service insurance products.Reporting to the CEO.Implanted a series of efficiency and customer care initiatives that led to a reduction of the Churn Rate by more than 10% for 3 consecutive months, improving the portfolio quality and saving millions of pesos each month.Developed the Customer Centric Model to improve persistence and left it ready for implementation.Defined and negotiated the CRM Analytics Roadmap with Santander.Redirected the Insurance App project, launching the app in sync with the launch of the Gadgets Insurance product.

Streamlined the Vendor Support process, reducing the dependencies from other teams for case resolution by 79.19% through the creation of 18 Standard Operating Procedures. This also reduced the aging cases by 86.89%.Opened Phone support channel for Canada vendors, with which vendors just need to click the “Call me” button to receive a call from a support associate to resolve any queries. I also implemented Phone support for Mexico, in March 2016 for 2 use cases that covered 8.2% of vendor contacts and in October 2016 two more use cases covering an additional 10.8% of vendor contacts.Created the weekly MX Vendor Experience meeting where I and coordinated 4 teams in different countries (CR, IN, RUM and US) to follow up on quality metrics as First Contact Resolution, Negative Response Rate and Time to Resolution to continuously find room for improvement and share best practices between teams. Created the Vendor Firsts training program for MX, a series of trainings created around the first business cycle with Amazon, with 160 vendors enrolled by end of October.

Successfully implemented the third phase of the Central Complaint Management System. Workflow that manages all customer complaints and queries.Customer Complaints Journey Design and Implementation to simplify and enhance the experience for the customer, improving the First Contact Resolution from 12% to more than 30%.Implemented the Products and Pricing Governance to review and approve New Products and Campaigns, considering the voice of the customer.Led the complaints team through the "blueprint" transition that reduced the team from 23 members to 6 members supporting the process results through negotiation with the related areas resulting from the new organization structure.Established the relationships with the operative areas to improve resolution time fulfillment from 82% to 98%. Support, monitoring and training of those areas.Improved 85% complaint resolution validation through statistical sampling methodologies, and re-designed the resolution communication process increasing 30% more customers communicated of their complaint resolution each month.During 2011, using root cause analysis, my team contributed to the decrease of 12% in the total number of complaints while increasing at the same time from 76% to 95% the products and services managed through our complaint process.

Lead the Managers team in charge of the City Strategies for the 1,215 retail branches Network along Mexico’s Territory.Build up the 250 Business Cases process pipeline with an average investment of 700,000 USD each and an approval rate of 92%.In charge of the team that developed the processes and necessary tools for the department creation and consolidation such as the Financial Model, feasibility and sensibility analysis for each Business Case.Developed special projects Business Cases such as the Enterprise Modules Refurbishment Plan. Worked as Brand governance and Retail Design Standards guardian in project implementations like the Brach Refurbishment Programme (314 branches in 2010) and HSBC TV among others.Participated in the retail branch Network Development Governance Model specifically in the ND Steering Committee, the Project Review and Approval Meeting (PRAM), the Programme Control Committee (PCC), the Branches’ Committee and the periodic meetings with Business Banking and Premier Segments.

Developed and implemented the 2010 Annual Operating Plan (Sales Budget) assignation and communication strategies for the PFS Branches.Participated in the new Balanced Scorecards for PFS (retail banking) Branches, Premier and their respective sales incentive scheme SCORE.Made several Strategic Information Analysis for the Senior Management with their respective recommendations, such as, the Capacity Management Analysis, facilitating the selective opening hours scheduling for each branch and the distribution of the Sales Force.Designed and implemented numerous Strategic Metrics and Tools such as incentive schemes for countries in the LAM Region as Mexico, El Salvador and Colombia, among others.Involved in the team responsible for the 2007 Strategy development for retail banking where I helped developing management metrics.

Designed and implemented incentive schemes for areas such as Marketing, Management & Support the Strategic Control Unit, and Collections, aligning the monetary retribution to the department and the Bank’s strategy.Made a Culture and Climate analysis for the Motivator department with its respective improvement

Internship under the Comercial Development and Operations VPDeveloped the reengineering project for the Airtime Sales process in National and Local Television Channels.Developed Proposals for New Client Segmentation standards and for an Airtime Sales Force restructure. These were later implemented.

Guided an Entertainment Services enterprise through the development of their Business Plan and Commercial Strategy expanding their business 50% with the development of a new branch with all the respective financial and feasibility analysis.Developed the Quality Management Manual for a Civil Engineering enterprise with clients such as Sabritas and Nestlé, optimising processes, reducing costs in 17% and failures in 35%.Applied Six Sigma techniques on service processes for an Electronic Security enterprise with clients as Walmart.

Led several projects focused in services, products and processes improvement, such as the ISO9000, ISO14000 and OHSAS 18000 (SAST-001) certifications; Personal Protection Equipment supply reengineering for Volkswagen; and the Supply Logistics for clients as Ford, increasing sales in 15% for these clients.