I re-join DHL, in a new division (DHL eCommerce) and in a new Continent (Europe) with the same enthusiasm that I joined DHL Argentina 25 years ago.With the aim of joining the team, and contributing ideas to make DHL eCommerce Iberia the preferred choice of customers, employees and shareholders.

After a reorganization of the company, I was invited to add to my responsibilities, the leadership over LATAM SUR region, adding 4 countries to my scope.Our focus as a region, is to lead the transformation process , from a guarding company to a leader in Technological solutions for the security & safety needs of our Customers, reducing cost and increasing the digital transformation of the industry.In South Latam, we are managing a business of 220 M Euros and 16.000 people.Reporting to the Global CEO; & Member of the Global Management Board of Prosegur Security.

After 20 years in the logistics market, I was invited from Prosegur, to lead the process of transformation in Argentina. Managing a professional team, we are in charge of 150 M euros in revenue and about 10.000 people.We are facing a exciting way, to move from a guarding company to a Technological Security company, based on the leadership of the company in innovation and our network of partnersReporting to the Global CEO, & Member of the Global Management board of Security.

Accountable for the Operation of 16 countries included in Center & South Americas Region.Managing the strategy of the air & ground Network, and taking care of 56 Services centers and more than 4000 people.Managing a Budget of more than 200M Euros, and focus on deliver the best service at right cost.Great contacts with authorities, and helping to Customs Authorities in the countries to create safe process and procedure to Growth and accelerate the foreign trade in their countries.

Maintaining the responsibilities leading the South Cluster, I was invited to lead the DHL E Commerce strategy to the Area, launching new prducts & solutions for the different Marketplaces that want to start their operations in this region. This new role implied to understand deeply the different business of the marketplaces, working with them to find the best way to adapt their needs to the local markets. Define the E commerce go to market strategy in 16 countries. eCommerce business in our region is growing at 2 digits since last year.

Full resposibility in the Profit and loss of the Cluster, managing an intercultural and multifunctional team.Focus on Motivated People, Great Service Quality, increase loyal customers and assure a profitable business in the cluster,Direct relation with the Government, Chambers, Unions and local Authorities in the 3 countries, and full responsibility in the local Balance Sheet . Member of the Central and South America Mangement Board.2015& 2016: DHL Paraguay and DHL Uruguay were recognized by Great Place to Work as " The best company to work for", with the number 1 in this ranking in both countries.2015 & 2016 the South Cluster exceed the Budget in Both Revenue & Ebit.

Accountable for Mexico DHL Express Operations of more than 4.5 million shipment movements per month with a strong/ high quality service and productivity levels.Operations structure of 56 Service Centers to provide Pick Up and Delivery services to the customers connected through a domestic distribution network of Air and Ground transportation with dedicated aircrafts, plus commercial airline contracts, dedicated trucks for linehaul movements supported by 4 Hubs (transfer warehouses) operating 24/7. Imports and exports operations with 6 gateways located throughout the country for international connectivity with the rest of the world.The scope of the role also includes the leadership of the support departments: Field Operations and Business Solutions Engineering, Operations Programs, Operations Planning, Fleet Control and Service Quality teams.Responsible of more than 2400 Employees, Operating Budget of: €11 Millions/ month, €130 Millions/ year, 200 linehaul trucks per day, 7 dedicated aircrafts, and more than 1500 vehicles. Member of the Mexico DHL Express Management Board.

Full responsibility managing a professional and multifunctional team , to assure the employees motivation, the great service quality, the Customer retention and acquisition, and the company profitability. Direct relation with the Government, Chambers, Unions and local Authorities, and full responsibility in the local Balance Sheet.During this period, and due to our commercial strategy to gain Market Share and increase our volume, one of our major competitors decided to elimitane their own flight to Argentina due to lack of volume in their business. Since 2012 we gained more than 1 point of Market share per year.Member of the Central and South America Management Board.

Added responsibilities over Uruguay and Paraguay , due to a reorganization of the company. Full responsibility over Argentina , and coordination the management activities in Uruguay and Paraguay. Member of the Spanish South America Management Board.Despite of the Global crisis that faced the company in 2009, that zouth zone increased their EBIT particicipation in the regionb, exceeding Budget expectations.

Responsible for the profit and loss of the Business Unit. Main Achievements. In 4 year, DHL express Argentina duplicated its Revenue and EBITA quadruplicated its growth. 7 points of Market share gained in 4 years, achieving 54% of Market Share. Member of the Spanish South America management Board.

Responsible for the profit and loss of the Country. Main Achievements. Exceeded budget in both revenue and Ebita, growing 18% over last year.

Resposibility over Argentina, Bolivia, Chile, Ecuador, Paraguay, Perú and Uruguay. Manage directly 7 Gateways, 1 Hub, and 16 Operational Service Centers. Main Achievements: Process, Procedures and KPI`s definitions and improvements, resulting in 2001 and 2002 service performance award “Most Improved Overall Service Quality Index Results” for the area

Responsibility over Argentina, Bolivia, Chile, Paraguay and UruguayMain achievements: Hay System, Compensation survey, Performance Evaluation and Assessment of Potential and Employee Opinion Survey were fully implemented in Southern Cone. Leveled Managerial Benefits throughout the area. Member of the Southern Cone Management Board.

Main achievements: Take-over successfully completed without trade union opposition, with an overall reduction of 11% in personnel cost. Trade Union Agreement (August 2001) achieving workflow flexibility. Member of the Southern Cone Management Board

Main achievements: First Development Plan for Management Trainees and Middle Managers. Implementation of “Managing Performance & Development Plan”, being the first country outside the United States to carry it out. Responsible for Training & Career Development plans for Head Office and 5 mills.

In charge of compensations, recruitment, employment, training and development. Main achievements: Implementation of “High Performance Leadership Program” and the first Training Plan for Distributors.

Senior Analyst - Communications, Training and Development 10/94 - 11/95Reporting to the Training and Development Manager. Main achievements: Development of the Management Trainees, High Potential heads and Employees Training and development plan. Training support to the Sales and Marketing Department. 1995 record for Unilever training hours.Personnel Analyst in Elida Pond’s Mill 11/93 - 10/94Reporting to Human Resources Mill Manager. Main negotiator with the companies Union representatives. Continuous Improvement Program Coordinator.