Lead the Operation activities in several projects simultaneously In Europe, Africa, and America. Including the designing, planning, validation, and execution of the day-to-day operations.Responsible for:Develop the proper strategy and structure to achieve the organization's mission, vision, and results. And make sure the shareholders in other departments participate accordingly.Engage industry leaders to continuously understand market and trends and identify emerging opportunities to work collaboratively with other regional leads anford functions that will contribute to our strategy; and support execution of strategic initiatives within the company as well.Give support, define SOPs, and establish fluid communications and organizational strategy to all the various business departments.Use business analytics and metrics, to manage the budgets and make sure the financial results align with the forecast expected.Present, prepare, drive, run and manage the performance of the company while adapting the processes to maximize efficiencies.Identify the large and diverse human resources within the company and inspire them to develop a commitment to take the company with safety in mind to meet the upper management expectations.

Provide strategic leadership for the company to establish long-range goals, strategies, plans, policies, and relationships. Lead the development of the company’s commercial opportunities within sustainability, ESG, and other emerging sectors to create sustainable and repeatable earnings across the entire organization.Responsible for:I am fully responsible for designing the strategy, resources, team, process, and obtaining the contracts with providers/manufacturers from the USA, China, and Europe.Develop and gain agreements to maintain the proper certifications for our equipment and processes (ISO - CE - UL - GMP - ASME) and ensure every aspect of our company is in compliance.Quantify the results and compare them with performance indicators, such as budget, personal performance, and SOP guidance; ensuring cross-functionality integration in the company.Set and communicate the strategy for multiple scenarios anticipating complex issues, problems, challenges, and opportunities to maximize reaching the company goals.Take responsibility to define the company organization and structure to ensure our company policies and principles are not only followed but specify responsibilities to each manager and their teams. Improving operational efficiency – Oversee and analyze operations with the aim of improving processes and ultimately increasing the overall efficiency of the company. As a director, I have overall profit and loss responsibility for operations.

Create a pipeline of opportunities for future growth. Identify, develop and lead new projects, mergers, acquisitions, joint ventures, strategic alliances, and products across the company and its divisions to leverage its existing capabilities and create new areas of sustainable advantage.Responsible for:Oversee the day-to-day operations of the company, ensuring that the organization is managed and performing efficiently and effectively. Play an integral role in the business, improving ROI and adding value to the company. Also, help recruit and retain highly competent teams for each facility and will lead and directly supervise each Facility Manager, who is responsible for daily onsite operations. To collaborate with department directors to ensure the advancement of the company looking to maximization of gross profit generated from each department run by optimizing machinery, inventory, supply chain, warehouse, and workforce while maintaining consistency in meeting required product specifications and quality/regulatory standards with on-time production and safe delivery to customers.Develop and implement standard training programs and establish quantitative and qualitative metrics, guidelines, and standards by which the company’s efficiency and effectiveness can be evaluated; identify opportunities for improvement.Complete regular on-site inspections to ensure operations are being executed to company standards. Plan, direct, control, implement, evaluate, monitor, and forecast budgets and expenses for each division to achieve financial objectives.

Within less than 6 months of my arrival, we were controlling almost 60% of the market share on the Private Mutual Funds in the region, I envisioned using the credit card company's delivery service to sell our services and it worked almost perfectly. More than 75% of the credit card holders became our clients, the other 25% we already our clients of we thought they were not the right clients for us.Citibank Central America was previously called; BANCO UNO; Central America, we run Bank, Credit Card & Mutual Fund's operations in Central America. Guatemala, El Salvador, and Panama were our biggest markets. I replicated the same system I used in Guatemala to be established in all the other regions we controlled.I created a unified program for Pensions Funds in conjunction with the Credit Card company that the financial group own, we were handling USD $500 Million dollars fund that was so agile that BBVA and The IMF (The World's bank Financial Institution) came and did a joint venture with us to run their entire Latin American Operations.In Guatemala, the Director of Operations is normally 100% responsible for P&L, and in this case, I had the opportunity to manage the team and the company, when the BBVA took control of the operations they asked me to stay but I decided to move to a better opportunity, with more challenges.

Running the Organization and Methods division was a unique opportunity to learn from almost every single aspect of the Financial Institutions, Banking, Investment, Insurances, Credit Cards, Loans, and everything. I have more than one post-graduate study but I still believe this was my best learning experience.My greatest satisfaction at Grupo G&T Continental was when I sold the idea to the Board members to merge two of their companies the Insurance and the Bond entities. Even though the shareholders were not 100% the same, I was able to convince them to do it. Our joint effort reduce the expenses by more than 23% while maintaining the growth that both companies were experiencing.Was extremely challenging, especially because they had to be operationally merged but legally we still have to keep them separate for reporting to the IRS and the Federal Reserve Banking Institution. The majority of people that were laid off were given training for other positions within the Financial group and/or we use our new HR to help them get a new job.I was able to remove all the different HR departments from every single individual company from the financial group and consolidate them into one new company to serve the whole group, the rotation was reduced by more than 10%, our costs were reduced by more than 25%, and our personnel satisfaction with the company was at its best. Our personnel training was increased more than 15% even though we reduced the cost dramatically.This new company I created, now serves other institutions outside the Financial Group and has become more profitable and now provides temporary and seasonal jobs.

When I took control of the company we were in the 29th position according to the IMS report, in less than 6 months we became number 7th, and all of that was achieved in a country that I have never even visited in my life, Panama was a new universe for me.I started traveling with every salesperson, with the majority of the Medical representatives all over the country, then I even sat side by side with the delivery truck drivers, I wanted to know in person what was going on. I worked at the warehouse, preparing, packaging, and even delivering our products to our clients, without none of them knowing I was the new manager.And of course, I sat with accounting, HR, receivables, collections, and every single department, the company has had 4 Country Managers in less than 18 months. The whole process was broken and I knew what was wrong in every single area and then I took control.Our truck's AC was not working properly, the printer for some of the warehouses was getting stuck very often when the salesperson was doing his route trying to sell new products, the answer was: "I have not gotten the order that I asked you last week". The Doctors were complaining that even though they prescribe their patients our products, their own patients were calling him from the pharmacy saying that they were out of our products.I was able to figure out all that was wrong, and then we just fixed what was broken, the team was motivated, they were heard, they knew the Management want it to really fulfill their needs and it was an easy road, like a walk on the beach.

Responsibilities:Drive the technical approach for teams and discovery phases for new innovations and technologiesAnalyze information regarding startups and formulate connection points to internal stakeholdersCoordinate strategic activities for planning and logistics, focusing on internal VIP eventsWork closely with engineers to assess and summarize new tech and innovationsDevelop and implement a structured performance measurement framework to link organizational objectives to business and individual performance levelsTasks:Identify key growth opportunities and enable Line of Business growth plansSupport and engage senior leadersPartner with Process Analysts Leads and Business OwnersConduct root cause analysesConduct cost analysesCreate and manage dashboard reports and scorecards in an iterative developmental processCreate, monitor, and manage performance metrics and integrate into reporting (dashboards and scorecards)Manage stakeholders expectations and deliverable timelinesIdentify, track, report, and manage issuesConduct controlled studies, as needed, to test new process designsProvide recommendations to focus organizational effortsDevelop communications plans to ensure consistency and understanding across the organizationProvide data-based recommendations for improvement