Spingarn is a strategic and innovation consulting firm, focused on providing its clients with disruptive technology transfer services and the generation of operational efficiencies. We manage know how high value that allow us to identify the best proven solutions globally.

• In charge of the operations and supply chain management of the region: Ecuador and Perú.• Development of new business models, projects, and identification of potential markets and customers for bulk cleaning products. From the conceptualization, search for suppliers, negotiation, import and set up of the operation.• Identification and development of new suppliers that ensure high quality and consistent supply times avoiding breaking stocks and identifying the best products at the best prices.• In charge of all the procurements, import, export processes.• Implementation of new projects at regional level from scratch, definition of accurate teams to operate in each country, machinery, suppliers and local requirements fulfillment. • Development of continuous improvement projects focused in supply chain, demand planning, logistics and procurement, in order to improve service, increasing products margins for the company and response time.arkets.

• Management of 7 areas of one of the largest floriculture companies in Ecuador with more than 1500 employees, areas in charge: human resources, occupational health and safety, environment, physical security, maintenance, continuous improvement (processes), materials warehouse.

In charge of localization projects for different models produced in Ecuador plant.Coordinate flawless launch for new models in West Region (Ecuador, Colombia, Peru, Chile, Uruguay, Paraguay and Bolivia).this require coordination between various areas including marketing, logistics, product engineering, purchasing, manufacturing, after sales, etc..Build and analyze business cases for new models to produce in Colombia and Ecuador manufacturing plant.

Logistics buyer for GM Andina (Ecuador & Colombia) In charge of a portfolio of more than 55 millions that include negotiations with major carriers companies, for materials and vehicles ocean transportation (inbound), Local vehicles distribution (outbound) for Ecuador and Colombia.Established and maintained relationships with business units and suppliers to aid in determining the most appropriate and cost efficient solutions based on business needs.Analysis of cost estructures, business models and statements of requirements for bidding processes.

Established business operations processes in the financial and human resources departments in order to reduce debt and developed guidelines for payments processes of providers and faculty.• Created and managed an endowment found based on donations from the private sector as an additional source of funding to the university.• Restructured the finance department in order to create and develop new financial practices which included new flows for cash revenues and developed new strategies for collections• Developed a new business plan for human resources department focused on decreasing high cost of personnel by increasing the number of courses taught per professor. As a result the HR department increased its revenue by 20% for the first semester of 2014. • Build a mediation program between the university and providers in order to establish payment plans and reduce the numbers of complains and possible law suits. As a result, providers and teachers continued providing their services and reduce the collections account by 60% to the university and improve provider relationships.Administrative, operational and financial management of the University .In charge of fundraising and investments locally and internationally for the expansion project of the University and its business school "IDE Business School" which has a budget of approximately USD $100 millions.Links with companies to generate long-term strategic alliances ( academia - business ) .Identification of joint projects and generation of cooperation agreements with universities and business schools of great prestige in the world.

Created a project management office (PMO) and developed new products and strategies in order to increase revenue and reduce operational costs of the largest financial group in Ecuador. • Established the whole company process map in order to reduce transaction time of core business processes and unnecessary operating loads by creating process flows, manuals and detailed functions for each of the different work assignments• Established the PMO in order to better control budgeting processes, resource usage and projects deadlines. Operational costs were reduced by 15% by the end of 2014.• Worked together with the company’s CEO in order to develop new products and strategies that allowed the company to implement best practices and achieve institutional goals.

Led projects for the private and public sector industry in Ecuador.• Founded and developed the new company by building operational plans for the first two years of business and directed the selection of first employees.• Served as a project leader for several projects which included managing a team of 10 consultants, manage financial statements and resources, established guidelines, budget and timeline of each project.• Administrated consultancy projects focused on process reengineering, continuous improvement and strategic planning for private and public sector companies. Tasks included budgeting control and management of product deliveries and resources administration to accomplish the goals of the project.

Led consultancy projects for key clients focused on process efficiency.• Reduced transaction times by establishing a business process outsourcing, developed and coordinated the launching of new products in order to increase the revenues and reduce fixed costs.• Redesigned core business process of the largest Ecuadorian bank (Banco Pichincha) in order to reduce response time and clients complaints by using continuous improvement methodologies.• Participated actively with the Vice-presidencies of Banco Pichincha in the establishment of projects, plans and tasks that focused on growing business in the local market by 20% by the end of 2013.