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Work Background
AB InBevContact Model and People Digital Transformation head EUR
Aug. 2024Prague, CzechiaContact Model Transformation Strategy and Program Implementation for
Customers, Consumers, Employees and Vendors for EUR zone
People process transformation program implementation Hire to Retire process,
Workday, Service Now, Payroll Automation and Time Management
AB InBevTech Ops Experience & Transformation Director for Middle Americas Zone
Jan. 2023 - Aug. 2024Mexico City Metropolitan AreaTech operations and transformation director for Latin Americas zone leading of 400 resources in 10 countries, responsible for the ops strategy & transformation of the all Tech stack that support the E2E operations and core processes like commercial (B2B, B2C, Salesforce), logistics (planning, roadshow, road net, telemetries, finance (SAP, HFM, Anaplan), Supply, procurement (vendor portals, SAP), infrastructure (AI monitoring and capacity, onsite support), telecommunications, human resources (workday, AS400), digital marketing (social studio) and IT services (AI digital assistant, service now, access management, digital workplace)
AB InBevTech Strategy & Transformation Director for Middle Americas Zone
Jan. 2021 - Jan. 2023Mexico City Metropolitan AreaTech Strategy and Transformation head leading the business transformation Program for the Digital Back Office in Middle Americas Zone Capability Center (10 countries), including strategy, design, implementation and operation for new value-added platforms and technologies.
AB InBevDigital Transformation & Robotics Process Automation Regional Manager MAZ
Jan. 2019 - Jan. 2021Mexico City Metropolitan AreaDigital Transformation & Agile head in charge of the implementation team (40 persons), leading transformation strategy for the Middle Americas Zone Capability Center (18 countries), including strategy, design, implementation and operation for new value-added Digital services: - Robotics Process Automation (RPA Blueprism) 100 Process Automated and maintained - 1.3 Mio USD savings
- Chatbots (Microsoft Luis) capability in house to support customer, consumer and employee services - 800K USD and +10% NPS benefits - Digital accelerator Platform implementation (BPM, ECM, OCR) for SSC processes and operations focused on finance, commercial and DM - 5.6Mios USD savings - Digital Productivity Command Center: Process mining (Celonis) and task mining (Fhinck) platforms implemented to 1000 FTEs with opportunities with more than 10% on process optimizations - 1.4 Mios USD savings
AB InBevInsights Performance Management & Competitive Intelligence - COPEC
Jan. 2018 - Jan. 2019ColombiaPerformance, Competitive Intelligence and Analytics Strategy Project and Product owner for Marketing Services, responsible to lead the data analytics Insights funnel for more than 34 Brands across the zone, including information availability, analytics capabilities improvements, Analytics business insights implementation and data driven culture transformation: - Successfully Strategy Implementation for Digital consumer data, Retail data, Brand Health data and Business Intelligence projects portfolio for the zone.
AB InBevTransformation New Capabilites Lead - Capability Center Zone COPEC
Dec. 2016 - Jan. 2018Bogotá D.C., ColombiaSenior Transformation Project Manager in charge of strategic transformation for the Zone Capability Center for Colombia, Peru and Ecuador, including feasibility, design, implementation and stabilization for new value-added services in the “Marketing”, “Commercial”, “Logistics & Supply Chain” and “Information Management” functions:
- Successfully led the Operating and Organizational Model design and implementation for the Consumer Engagement Center (Digital Marketing) function: Analytics & Reporting, Digital Products, Social listening Center, Content Production Center and Marketing Automation, resulting in benefits for more than USD 1.9MM and recognized as a Global best practice by the ABI Global Champions forum. - Successfully led and support the Operating and Organizational Model transition for the Logistics & Supply Chain functions: Primary & Secondary Transport, Import & Export, Inventory Planning, Demand & Materials Planning and Operational Control with 92 centralized resources and 62 optimizations.
- Successfully support the Operating and Organizational Model design and transition for the Information Management function: Master Data Management and Reporting Information Centers, Data Quality & Governance and Business Intelligence & Operations with 77 centralized resources and 32 optimizations. - Successfully Support the SABMiller and AB InBev integration efforts, leading the Change Management Strategy and process standarization, Design and implementation for Colombia, Peru and Ecuador, touching the organization in more than 700 resources without disruptions
SABMillerGlobal Business Services Deployment - Project Manager
Jan. 2014 - Dec. 2016ColombiaSABMiller is the second largest global beverages organisation and one of the world’s largest bottlers of Coca-Cola drinks. The group’s brand portfolio includes global brands such as Pilsner Urquell, Peroni Nastro Azzurro, Miller Genuine Draft and Grolsch, and market-leading local brands around the world and has over 70,000 employees in 80 countries. In the year to 31 March 2014, SABMiller generated net producer revenues of $26.72 billion. The role is within a shared service center providing support to Global Business Services, Business Transformation and Hosted organizations located in the Americas Responsible to manage the project implementation from SABMiller global office to LATAM Region breweries according to the Project Management Office methodology: the project plan, the risks control, budget control, timeline control, Stage Gates, and in general to ensure that the deliverables are according the quality criteria of the business requirements. • Led and implemented cross functional (finance, data management, procurement, payment and security and control) centralization projects for Global Business Services in LATAM region, improving the shared service Center in thirteen (13) end to end new processes, impacting six countries (6) on the region. Resulting in savings for more than USD 500K per year for the business. • Led corporate team trough planning methodology and continuous improvement in driving cost-reduction and productivity initiatives that resulted in USD 100K risk avoidance and 15% increased on productivity capacity.
• Built strategic alliances with the core functions on the global and regional executive team resulting in acceleration capability to solve critical operational issues/ improvement ensuring the business continuity.
Procter & GambleFinancial Analyst
Jan. 2013 - Jan. 2014PanamaP&G serves consumers around the world with one of the strongest portfolios of trusted, quality, leadership brands, including Always®, Ambi Pur®, Ariel®, Bounty®, Charmin®, Crest®, Dawn®, Downy®, Fairy®, Febreze®, Gain®, Gillette®, Head & Shoulders®, Lenor®, Olay®, Oral-B®, Pampers®, Pantene®, SK-II®, Tide®, Vicks®, and Whisper®. The P&G community includes operations in approximately 70 countries worldwide. Responsible to control and report the production costs of Pampers plants for total LA, improve the visibility and accuracy of the financial team, led an intern benchmarking project on the best operation costs plants on globe and to find opportunity areas which represent significant savings in the on the plant operation costs. • Developed and implemented automated reports which improved the accuracy of production costs budget forecast analysis and operational time reduce • Delivered a production costs benchmarking project resulting in opportunities findings in more the USD 3MM savings.
Hotel Gran SassoGeneral Manager
Jan. 2010 - Jan. 2012VenezuelaResponsible to manage all the functions in the business: HR management, lead and train work teams, negotiate with suppliers, negotiates with main clients, control income, costs and expenses, create and execute the payroll and develop sale strategies. • Increased customer’s volume by over 50% in first year through new marketing campaign and duplicated customer base by end of year two.
• Develop and implemented a customer support initiative that improve support service level by 15%.
• Established good working relationships and strategic alliances with customers/clients translated in long term service negotiations.
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