VALEOCON MANAGEMENT CONSULTING (2006- Current)

SR. ASSOCIATE

•Mentoring, training and coaching greenbelt training for Coca Cola FEMSA Latinamérica.
•Developing Process Management, Value Stream Mapping and Lean Sigma materials for Masterlease México.


INTELLIGENT SYSTEMS & SOFTWARE (2005- 2006)

SR. CONSULTANT MANAGER

•In charge of Strategic Alignment and Planning of Grupo Nacional Provincial projects portfolio (14 Core Projects) as well as defining Customer Requirements Management principles and procedures to optimize workload prioritization and planning.
•Creating a local Project Management Office for GNP according to Project Management Institute (PMI) Standards since a Maturity Assessment until level 1, 2 and 3 process maps, procedures, tools, control carts, business scorecards, customized templates, and a change management handbook to deploy a new Project management culture for the company.
•Developing processes definition, Key Proccess Indicators (KPI’s) and strategic objectives redefinition (KPG’s) based on a new proposed strategic map in order to guide the company’s leaders in implementing a Balanced Scorecard focused organization and communicating appropriately to all levels so all employees’ goals are fully oriented to achieving high impact results for the organization.

AMERICAN EXPRESS CO. (MEXICO) (1999-2005)
PROCESS IMPROVEMENT MANAGER (Nov. 2003- Ago. 2005)

•Achievement of USD $7,000,000 in operational costs savings through efficiently managing Projects Portfolio and increasing efficiency for Mexico and Caribbean markets.
•Implementation, with an International and multidisciplinary team, of Back Office activities migration Project from Mexican operative center to Argentina operative center reducing 50% unit transactional costs.
•Coordination of Outsourcing efforts in order to migrate Call Centers’ operations through customer value segmentation providing outstanding service levels and minimizing costs for the organization.
•Reduction of 48% in key customer dissatisfaction metrics in service perception through Six Sigma projects.
•Coordination of the Six Sigma Operations’ program, managing 10 Black Belts focused on Core Business Processes Improvement.


SIX SIGMA BLACK BELT (Jul. 2002- Nov. 2003)

•First certified Black Belt in México for operative processes.
•Reduction of 10% non delivered cards indicators through Six Sigma projects. Achieving savings for the company of USD $100,000 of net benefits.
•Design, development, coordination and implementation of an electronic workflow (IT) for Card Member Disputes processes and at the same time integration of Back Office activities into the call center providing process flexibility and efficiency through new tools for the analysts to serve customers in a faster way (Reduction of cycle time in 75%). Net benefits for the organization USD $200,000.
•Design, development, coordination and implementation of an electronic workflow (IT) for New Cards Acquisitions integrating sales processes with credit bureau, risk models and decision models allowing the sales force to pre-decide applications within an hour and a half average instead of four days average. Net benefits for the organization USD $300,000.

SR. PROJECT MANAGER (Jul. 2000- Jul. 2002)

•Establishment of Core Processes Management Strategy (Cards production and delivery to customers) along the operations of the company.
•Renegotiation, redesign and implementation of virgin cards manufacturing in México, migrating these operations from Schlumberger’s factory in USA to the one in México. Reducing direct costs in 56% when producing cards.
•Design and implementation of new delivery methods for customers to receive cards, proposing innovative and alternative paths that challenged traditional paradigms. Reduction of 30% in cards delivery costs due to the simplification or providers processes and logistics. Increase of 8% in cards delivered to card members in key strategic zones for the company (Gdl, Mex, Mty). Net benefits for the company USD$100,000.
•Support in processes documentation and standardizing (Process Improvement Criteria of the MQA) in the participation of the company in Mexican National Quality Award while the evaluation procedure took place. Net benefits for the company: National Quality Award 2001.