Full P&L responsability (budgets, planining, operations, etc).Responsible for the growth of the business in the North America region.

Responsible for the P&L.

• Reducing the scrap level from $116 KUSD to $22 KUSD per month.• Improved productivity from 44 pcs/hr to 190 pcs/hr the assembly line. • Eliminate the TOP 3 quality recurrence customer issues.• 50% reduction in internal quality rejects for the assembly lines.• 60% reduction in customer appearance rejects with Mercedes Benz and GM.• 30% downtime reduction Implementing a systemic approach Frist Part Off (FPO).

• EBIT improvement from 3.5% to 14.7% and P&L responsible.• Waste cost reduction from $ 1.9 MUSD to $ 959 KUSD.• Overtime reduction from $249 KUSD to $84 KUSD.• Inventory reduction from $2.4 MUSD to 1.1 MUSD• Cost-saving projects (A3) by $ $829 KUSD.• Backlog reduction from $1.1 MUSD to $14 KUSD in 10 months.• P&L responsible, with 600 people in headcount and 12 automotive customers.• Successfully exit of Quality Improvement Plan (QIP) with 4 customers in 1 year.

•Leading all the quality operations for the plant: foam, injection, and assembly process with more 5,000 PN for interiors parts. Result: Eliminate containment costs for more than $360 KEUR in less than 9 months.•Responsible for Advanced Product Quality Planning (APQP) and Pass VDA 6.3 with green with BMW. Successful Project Launch with BMW G05/G07 for 2 Interiors plant in Mexico with $28MUSD Sales.• Reduce 30% Warranty costs for Audi.•Generate a supplier’s recovery strategy. Result: $357 KEUR in recovery.•Develop a strategy for savings in scrap reduction and eliminated the re-work process for the top 3 main offenders. Result: Savings of $134.5 KEUR in 2015. •Responsible for the Advanced Product Quality Planning (APQP) for the New BR205-C CLASS MBUSI launch, drive standardization in design, manufacturing process and equipment creating best practices that optimize cost, quality and lines efficiency. Results: VDA 6.3 Process Audit Pass with a green status for Quality.•Lead the organization to adopt best practices, reduce variation in processes, and improve the quality system. Results: 260 Kaizen cards implemented in 6 months. •QRQC methodology Implemented in 3 levels Production Lines, Area and Plant. Result: 60% reduction in customer complaints from 2013 to 2014.

• Responsible for delivering quality products and systems for 162 production lines: SMT, Injection and Assembly Process. Increase Ford scorecard from 350 points to 1350 points and reducing the QR from 53 to 3 QR FY2012 and recover the customer confidence (Q1). • Responsible to complete successfully the Quality Recovery Plan for MBUSI and exit form Q-HELP 3 to Q-HELP 0 in 6 months.Result: Obtain final approval from our customer to exit from “Business Hold” in 2 months and increase the overall scorecard from 63% to 100%.• Developed and lead more than 11 QRQC for 3 production plants and reduce the 8D reports for manufacturing from 149 to 32 FY2012, also reduce the block material in the whole plant from $307 KUSD to 9 KUSD for all the customers.

• Responsible for delivering quality products and systems for the new launches: VW-W361 & Ford-B299 reducing quality charges of $102.5 KUSD to $5 KUSD-2011 and increasing customer satisfaction.• Conducting a performance analysis of all the new key products for field failure and warranty analysis. Monitoring the performance trend and improving from 184 QR to 9 QR in 2011 with Ford.• Leading improvement teams in the development and evaluation of process capability, process control plan, analysis of out-of-control conditions, and product audits.

• Ensured that all the key quality deliverables (APQP/PPAP) for new projects were executed on time with the appropriate detail. Results: Launched more than 50 projects successfully. Developed key customer relationships and solve issues. • Developed and executed individual development plans and performance reviews for each Quality Engineer. Results: Received Kenexa 1st. place Award in 2008. Obtained:1 Gold, 3 Silver in the Quality Olympics Award Recognitions.• Established a supplier recovery plan. $594K USD in recovery.

• Established and reviewed annual quality improvement plans. Received: 2 Gold Quality Olympics Award Recognitions. • Responsible for continuous improvement in quality key measure performance and customer satisfaction. The First plant to obtain Supplier “A” in VDA 6.3 recognition by VW.

• Aligned the supplier culture to Johnson Controls. Result: Won the First Supplier Quality Award Recognition in Mexico.• Generated a supplier’s recovery strategy for each fiscal year. Result: $375 KUSD in recovery.• Managed to Organizational Excellence by building and establishing a Best-in-Class Supplier Base with (220 Suppliers).