Tenaris is a leading global manufacturer and supplier of steel tubular products and services for the energy industry, with an advanced product portfolio for energy transition applications such as hydrogen storage and transportation, Carbon Capture Utilization and Storage (CCUS), geothermal, and other renewable sources of energy. It operates in 30+ countries with 23,000 employees and 8.5 Mill Tons of annual capacity. Joined efforts with a skilled team of professionals that accelerated the transformation plan and repositioning of the business unit for profitable growth, increased differentiation, and operational excellence.As Business Unit Director, I led the development and execution of a multi-million-dollar commercial strategy in the pipeline and energy infrastructure sector in Canada, including industrial, secondary pipe, and scrap sales, leading business development, commercial operations, project management, and product development teams with full managerial and reporting P&L responsibility. We provided product and service solutions to a wide network of customers such as large Canadian E&P, Utilities, Midstream, EPC Contractors, and Distribution companies.

Developing a strategic approach to steel sourcing became critical to the long-term success of a safe and efficient industrial operation and a profitable, competitive, and differentiated commercial strategy.In this dual role, synergetic with the Pipelines and Industrial Business Unit and other OCTG business lines, I advanced the development of a new steel supply matrix in collaboration with commercial and supply chain stakeholders. I provided strategic direction to the Canadian Leadership Team in selecting and developing new suppliers, contract negotiations, product development, and claim resolution.Supported by a solid client-supplier relationship, the team enabled multi-year energy-infrastructure projects success across the Canadian enterprise in OCTG and Line Pipe. I reported directly to the President, Tenaris Canada, with full managerial and reporting P&L responsibility for $100+ Million/year.

This new and exciting challenge provided strategic direction and revenue growth to a business that had been stagnant for years, as it became instrumental to the successful implementation of a new commercial strategy with enhanced services in the field (Rig Direct®).In this role, I turned an underperforming business into a new profit-making Business Unit with an 8x revenue growth within two years, recruiting and mentoring a commercial-operational team of 15 people in Western Canada. We revitalized our customer service approach by developing and executing a new commercial strategy and creating long-term partnerships with OEM customers and suppliers. Advocated for capital investments that shifted the largest service facility in Canada to a 4x higher value product mix.

In response to the challenges and opportunities that the new regional commercial organization presented, I was promoted within the Canadian Leadership Team to direct a new venture focused on optimizing commercial-operational processes and maximizing revenue growth in four core areas: demand planning/forecasting, services/aftermarket sales, compliance, and development of team knowledge area.The new organization also demanded a more agile and operationally engaged commercial team. I was nominated by the President, Tenaris Canada, to sponsor the Canadian Team in a global initiative that locally integrated Commercial and Supply Chain Order/Project Management activities under one functional Team. We designed the new commercial enterprise implementing change management initiatives across a team of 60 professionals.

I pioneered the development of the first Regional Business Unit in Western and Atlantic Canada in the context of a team reorganization that shifted its focus from 'Product' to 'Regional' Business Units, creating the blueprint for the new Canadian commercial operation in the years to come. In this new role, I led the development of Key Accounts by integrating higher-value services into their operation while managing the largest high-end product portfolio of the Canadian enterprise (2.5x vs. industry average). I drove strategic revenue growth opportunities in Atlantic Canada for offshore/deep-water drilling, and in British Columbia for deep-gas developments in support of LNG (Liquified Natural Gas) infrastructure in Canada's West Coast. Created a cultural shift that unified a team of 12 people with a solid regional business mindset, acquiring knowledge of competitors, customers, and strategic service opportunities.

First time in a client-facing business development capacity leading an unprecedented commercial strategy that developed a new national distribution network, which enabled $80 MM in incremental sales (2.5x) in two years. In this new role, I developed six new distributors (from 3 to 9) by fostering trusted relationships in highly complex and sensitive environments with a risk of direct channel, demanding strategic interactions with internal stakeholders and new partners.Granted access to multi-million-dollar untapped sales by improving RFP visibility from direct customers and distributors, allowing other business units to generate new revenue leads. I became the enterprise’s primary source of market intelligence and competitor behavior.

I headed the development and execution of strategic planning initiatives leading the expansion and market repositioning of the commercial enterprise following a $5.4 Billion acquisition in North America (Maverick Group: $3.2 Billion and Hydril: $2.2 Billion).Together with a new team of eight analysts, we articulated differentiated marketing and commercial strategies for a $700-900 Million business in collaboration with business units and key internal stakeholders, achieving outstanding results in market share and profitability.Main activities included market analysis, customer segmentation, inside sales, trade planning, consumption models, demand planning, performance management, reporting, KPIs, budgeting, pricing, P&L analysis, and presentations to the Canadian Leadership Team, Corporate stakeholders, and the CEO.

Joined the Canadian Team as part of a short-term international assignment to integrate local and Corporate best practices. Led the early development of the Strategic Planning & Marketing Team by coordinating onboarding plans and providing coaching to the newcomers, preparing the organization for the largest acquisition in North America ($5.4 Billion) between 2006-2007.Developed and coordinated market indicators, trade data analysis, customer segmentation, KPIs, consumption models, budget preparation, presentations, and reporting, managing time-constrained deliverables with local cross-functional teams and Corporate stakeholders in USA and LATAM.

Techint offers integrated solutions for engineering, construction, procurement and project management around the world for the Oil & Gas, energy, mining, downstream and petrochemical segments, as well as industry and infrastructure civil works.Picked by the Global Marketing Vice President to develop and execute commercial planning best practices across ten global Business Units with 50+ internal stakeholders. Designed new standards for management control, reporting methodologies (Monthly BU Flash), budget schedules, market guidelines, and process optimization with local/global Management Control teams.Took additional responsibilities by leading all commercial performance activities for the Process & Power Generation Business Unit, the largest SKU business across the commercial enterprise. Prepared the annual budget in coordination with 15 global commercial offices, performing monthly reporting, variation/profitability analysis, market updates, competitor analysis, and executive presentations.

Analyzed strategic investment opportunities for the Techint Group of Companies in the Americas Region.Participated in the development of the ‘Global Planning Team’ for Tenaris in its inception, following the integration of six industrial operations in Argentina (2), Japan, Mexico, Italy, and Brazil. Designed the organizational structure and operational framework that provided the vision and strategic direction to the planning organization in the years to come.Implemented cross-functional system design initiatives as part of the Global Commercial Planning Team, including the first online Management Control System that supported the commercial performance of Tenaris globally (TMC – Tenaris Management Control).

Ternium (formerly Siderar) is the leading steel manufacturer of flat and long steel products in Latin America, operating 17 production plants in Argentina, Brazil, Mexico, Guatemala, Colombia, and the United States. Along with Nippon Steel and Companhia Siderurgica Nacional, Ternium owns Usiminas of Brazil. Ternium has an annual production capacity of 12.4 Million Tons.As Analyst, Mergers & Acquisitions (M&A) | Americas, I coordinated analysis on target acquisitions and joint ventures in the flat steel business in North America, Latin America, and Asia. Developed marketing, financial, and industrial models to identify and evaluate target investments and support FID processes.

Coordinated product launch and brand recognition initiatives for CPG in South America, with brands such as Lysoform, Mr. Musculo, Echo and Ceramicol. Performed monthly analysis and reporting on sales, pricing, market-value share, product development, competition, and segment profitability.

Formerly Rhône-Poulenc | Rhodia