Jorge Vazquez - Projects & Operations Manager, GHS Tecnologias

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Work Background

GHS TecnologíasDesarrollo comercial y gestion de proyectos

Jan. 2023MéxicoInstalaciones de generación eléctrica solar Cableado estructurado

Edificación Comercial MarcanLíder de operaciones

Dec. 2021 - Dec. 2022México, MéxicoDesarrollo de proyectos de construcción punta a punta, desde el concepto-diseño, anteproyecto, proyecto ejecutivo, ejecución de obra y entrega a cliente llave en mano.

IndependienteIndependent coach and advisor

Apr. 2017 - May. 2018MéxicoExecutive coaching, real estate operational and conservation consulting, process implementation and improvement projects, execu-tive training, installation and start-up of our own factory of flavored water without calories for school cooperatives, trademark regis-tration and commercial notice , with health registration, permits and licenses, jewelery business in a commercial plaza.

Productos Rich S.A. de C.V.Project Manager

Feb. 2007 - Apr. 2008MéxicoProject for the acquisition of trademark rights and manufacturing technology for whipping creams from Unilever, coordination of technology developments and adaptations, merging Unilver's technology with that of Rich Products, in conjunction with the R&D team of Rich Products (Buffalo NY), development of projects, construction of facilities, design and manufacture of equipment, municipal, state and federal management, total assembly and start-up. • Engineering developing, coordinate the technological transition, build, assemble and start up at production capacity, the new toppings line at the Ocoyoacac plant in a period of 18 months. • Meet the allocated investment budget of 3 million USD. • Construction of the additional facilities requested by the authorities for the granting of construction and operation licenses in time for the start-up date (wastewater treatment plant, clearance of spaces in the federal zone of CFE, among others).

WundertecBusiness Developer

May. 2021 - Nov. 2021México & USAImprovement of business processes through the application of analysis techniques and data collection, best practices in the industry / business, establishment of market differentiators, evaluation of alternatives and development of customized processes and systems, with the functionality and rules of business established by the user. SaaS software, with local, web and mobile applications, personalized and tropicalized to the company / business, with 24/7 continuous technical support.

Grupo SalinasMaintenance Director

Jun. 2018 - Feb. 2021CDMXResponsible for developing and implementing the strategies for the conservation of physical assets of the commercial and banking branches, carrying out the planning, and supervising the execution and control of the maintenance services processes at 2,800 points of sale, bank branches and distribution centers, and at 3,000 sites operating such as ATMs and bank stations, distributed throughout the geography of the Mexican Republic, taking care of the image, comfort, continuity of operation and security at the best cost. Develop and implement new operational and administrative processes and automation systems for operations and service management. • 10% reduction in Opex spending from 2019 to 2020. • 100% compliance with the 2020 Maintenance Capex investment plan. • Development of the maintenance system on the REMEDY platform, with code additions and the development and launch of the mobile interface application to the system, on the ANDROID and IOS platforms with the AGIL methodology (Proveedor GS), linked to the ERP of the company (SAP).

Walmart MéxicoDeputy Director of Remodeling

Apr. 2015 - Mar. 2017MéxicoResponsible for coordinating the development of executive projects and execution of remodeling works at the Bodega Aurrera points of sale in the formats of Bodega, Mi bodega and Bodega Aurrera express, control and development of projects of all specialties (Civil, Electrical , Hydrosanitary, Etc.), weekly control of work progress, financial progress and control of budget compliance in each work of the Opex and authorized Capex, coordination with the operational and legal areas and delivery of finished stores to the operational managers. Responsible for developing and implementing physical asset conservation strategies and preventive maintenance plans and programs as well as coordinating corrective maintenance services, to the different business formats of the company • Record of major and completed renovations for BA completed and delivered during 2015 at operating points of sale, reduction of the typical administrative closing time by 50%. • Increase the level of service to the maintenance requirements of the stores, by 10% between 2011 and 2015, reducing merchandise losses, I reduced the Average Solution Time to 30% (MTTR in TPM), SQF Certification of VIPS Commissariat Food Safety. • Implement the electronic control system for maintenance work GIM (Comprehensive Maintenance Management) and develop adjustments and improvements in conjunction with the representative in Mexico.

Walmart MéxicoNational Divisional Maintenance Manager

Jul. 2009 - Apr. 2015MéxicoResponsible for coordinating the development of executive projects and execution of remodeling works at the Bodega Aurrera points of sale in the formats of Bodega, Mi bodega and Bodega Aurrera express, control and development of projects of all specialties (Civil, Electrical , Hydrosanitary, Etc.), weekly control of work progress, financial progress and control of budget compliance in each work of the Opex and authorized Capex, coordination with the operational and legal areas and delivery of finished stores to the operational managers. Responsible for developing and implementing physical asset conservation strategies and preventive maintenance plans and programs as well as coordinating corrective maintenance services, to the different business formats of the company • Record of major and completed renovations for BA completed and delivered during 2015 at operating points of sale, reduction of the typical administrative closing time by 50%. • Increase the level of service to the maintenance requirements of the stores, by 10% between 2011 and 2015, reducing merchandise losses, I reduced the Average Solution Time to 30% (MTTR in TPM), SQF Certification of VIPS Commissariat Food Safety. • Implement the electronic control system for maintenance work GIM (Comprehensive Maintenance Management) and develop adjustments and improvements in conjunction with the representative in Mexico.

Grupo BimboGerente de planta

Sep. 2002 - Dec. 2006MéxicoProduction plant of bakery products in frozen and partially baked doughs, for the business channel of retail chains and restaurants, responsible for the P&L and manufacturing and logistics operations, with the main objective of delivering the products according to the programs Daily delivery at established times, with the quality requirements of the technical sheets in ISO 9000 standards, complying with the HACCP food safety standards. • Installation, start-up, hiring and training of personnel, elaboration of the work processes for the entire plant in a period of 6 months. • Start of production of new products in the French Bread, Biscuit, Danish and Feíte lines, adjustments of process parameters, production rates, production formulas and fulfillment of production orders.

Grupo BimboOperations Manager

Nov. 2000 - Aug. 2002MéxicoDry grocery distribution company in support of small merchants, through online orders and semi-automated assortment systems, through a WMS and ORACLE, responsible for the installation, start-up and operation of the 30 thousand m2 warehouse and 102 doors of receipt of goods and shipment of orders, warehouse of 10,000 pallet positions in racks of up to 5 levels, Pick to light, Put to light and non-transportable order assortment system, distribution to boarding gates through a dynamic system with sorter Siemmens Dematic. • Installation, start-up, hiring and training of personnel, elaboration of the work processes for the entire winery in a period of 6 months. • Preparation of catalogs for product inventory and loading to the WMS system and start of operation of the systems with minimal errors of SKUs and quantities in shipments. • Fullfillment of orders above 95% efficiency in the first 6 months.

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