Project Manager at AIG for a regional project which involved 15 countries in LAC and looked for a global alignment of product MIS.Project leader for the process assessment in Royal Sun Alliance (RSA) Mexico to enhance operative policy issuance timeliness.Responsible for a general assessment and process reengineering in GS1 Mexico (AMECE); these last two projects under the DFSS approach.Six Sigma Black Belt role in a MasterCard Advisors project for Banco Atlantida (Tegucigalpa, HN) focused on reduce the Credit Card issuance and delivery cycle time, based on the Design for Six Sigma (DFSS) approach.

Methodological keystone for project management, such as migrate TPA major medical operation to an in-house scheme to ensure quality levels, using PMI and business excellence tools. Responsible of keeping a precise control on program plan to ensure timeliness and project objectives. Proper risk management and communication plans. $89M budget administration for 2012 and delivers 2013 business plan.

Senior consultant for the Process and Project Management Office (PPMO) at Grupo San Pablo. Responsible of the implementation of concepts and strategies required to succefully manage business processes and customer value based on Business Process Management (BPM) framework.

Consultant for e-Service project selection; lead the pipeline definition and planning for Reengineering, LSS, IT and BPO initiatives considering business processes and other drivers such as finance, market reference, technical feasibility and customer satisfaction levels.He made adjustments to the MetLife Development Methodology by including a deep-dive phase to assess user’s real needs against processand project completion within scope, time and cost agreed; and a post-release stabilization phase to allow a proper linkage with the process.Technology project lead whose responsibilities included, among others, user needs translation to specific functional and non-functionaldevelopment requirements for new web services through public and private portals, functional design and prototype approval, user tests(UAT) planning and coordination, release observance and process stabilization adjustments.Played a PMP role for e-Service program to follow up risks and deliverables activities across all project phases.Implemented the digital services users support center (call center) at Atento.

As a key player of the local Core Team, supports global Lean Six Sigma deployment strategy by providing training for new brand Black/Green Belts and mentoring a four group BBiT’s whom successfully complete their first project under LSS tools.Executes high-level and large-scale projects across the organization.Consult with Project Sponsors and Process Owners on project selection, performance measurement, and Lean Six Sigma implementation.

Improved the productive processes in order to reach and exceed the service levels, increased productivity and reduced costs.Responsible of design and implement quick hits and reengineering initiatives to improve the E2E process.Leadership over an operating group conformed by 112 people including 20 direct reports.Re-work and manual work elimination, defects reduction and production cycle improvement.

Lead reengineering projects as well as initiatives that highly impacted the Customer Experience, enlarged productivity, generated revenue for $1,150K USD during 2006. Responsible lead for Risk areas’ projects (New Accounts, Frauds & Collections), Technology and Telecom(10 projects portfolio).Line of Business (LOB) specific requirements translation into business needs. Coordinates Project Definition Process sessions (PDP) for all the process owners involved in each initiative.