Worked closely with the Latin American leadership team, integrated by the general managers of the different countries and all the regional function regional heads, to redefine strategies that enabled the reshaping of the business in a new operating model while properly coping with employee expectations. During the HR transformation, I headed the HR team of up to 190 employees providing services to 9500 employees in 16 countries. Achievements• Sponsored the human resources regional transformation which drove positive impacts in process improvements, a new glocal/ regional way of working, and technology enhancements through WorkDay.• Enforced global talent management strategies to identify and retain key talent to ensure a strong pipeline for the pharma business. The scope ranged from young graduates to experienced professionals who gained breath and depth working in different countries.• Fostered and supported corporate values, through the standardization of criteria to enforce policies and procedures across the different countries of Latin America. • Member of two HR global governance boards: Talent and Leadership (2012-2014) and Risk Management & Reputation (2011).

Achievements• Established a talent attraction strategy and structural changes to bring the expertise & business acumen which led to a more efficient BU organization.• Steered the HR efforts to integrate two dermatology companies that were acquired in 2009 and 2010.• As Compliance Champion for all business in Mexico, we increased transparency and communication channels which helped embed the GSK culture specially after the M&As.

Being people the most important asset, my role focused to ensure a healthy, motivating, and productive workplace where everyone worked to realize FedEx´s established mission and objectives. Promoting corporate values and shaping an equal employment opportunity culture was the cornerstone of the HR function. I reported directly to the HR LAC (Latin America & Caribbean) regional office, and locally to the Operations VP for the area, with an HR team of five colleagues.Achievements• Improved work environment measured through the corporate employee morale survey called SFA (survey-feedback-action). The overall employee satisfaction increased from 77 to 92. As a result, FedEx Mexico ranked among the top five great places to work by the GPTWI four consecutive years.• Contributed to make FedEx Venezuela and FedEx Central America the top best places to work.• Implemented a Wellness Program which improved employees’ health, reduced lost work days, and declined the claim cost of the medical insurance by 27%• Established a Savings for Retirement Program in Mexico that helped retain our talent and prepared senior employees for retirement.• Steered a LAC multinational team to customized and standardize HR policies and procedures in a LAC People Manual which was available in English, Portuguese and Spanish. • Initiated a succession program to develop local talents for top management positions in order to replace all expats. This included among others cross training, job rotations, and coaching. • Successfully negotiated nine union contracts, and substantially improved the relationship as well as work conditions.• Through adequate safety practices, we were able to move our vehicle fleet from external insurance to a self-insured.• Supported the start of direct operations in Guatemala and Costa Rica, which included from setting the legal entity and HR systems to the recruitment of all the workforce.

I assumed the role of HR head for this technology vice presidency that steered several companies such as SKY, Merkatel, Cablevision, FICSAC, and Skytel. Consequently, I was responsible to support from the start-up of new companies to reorganize and modernize existing ones. This implied defining organization structures, compensation schemes, and recruit talent for key roles. The number of members of the HR team I steered varied depending on the project and finally were embedded in the new entities.Achievements• Designed an innovative compensation plan and wage scale for Sky Entertainment Services and the MERKATEL call center. This included a per hour pay scheme tied to specific performance metrics.• Contributed to the reengineering of Cablevision where one of the pillars was the union negotiation of a new compensation plan based on productivity and training. This impacted positively in the company’s service levels. • Attracted telecommunication and commercial talents while reducing the recruitment timelines for technical, professional, administrative, and sales personnel.