Director de sistemas

■	Objectives & Achievements
•	Establishing Mexico´s Office
•	Defining the strategy for Mexico´s office
•	Building a Local Team
•	Executing the Sales & Operations plan

■	Objectives & Achievements
•	Business Transformation Mexico’s Lead of the Global ATMs Managed Services Program with one of the top Five Global Banks. Main responsibilities were:
     Supporting the validation of the CMO (Current Model of Operations) to guarantee its consistency in terms of processes, roles & responsibilities, metrics (SLAs) and reports
Supporting the preparation for the successful handover and delivery of the TMO (Transition Model of Operations) Services.
Supporting the definition and execution of the Transition Project which consists of preparing for the successful handover and delivery of the TMO Services
     Supporting the definition of the FMO (Future Model of Operations) to guaranty that DN will achieve its own expectations as well as the ones from its Customer.
     Managing the Program to replace 1, 900 ATMs. These devices should be delivered and configured in Mexico (Country Wide) according to DN´s execution plan
■	Achievements
•	Successful implementation of the Replacement Program with +1, 900 ATMs delivered and configured in Mexico (Country Wide) according to the DN’s Customer.

•	Establishing Mexico´s Office
•	Defining the strategy for Mexico´s office
•	Building a Local Team of Account Executives and Sales Consultants.
•	Execute the Sales & Operations plan 2018

Global Functions Simplification – Director

■	Roles and Responsibilities
•	Defining the future Operating Model based on Customer Journeys and Business processes
•	Leading the Business Transformation Team to implement/replace the appropriate tools to support the core business and operations activities
•	Identifying and estimate all benefits (cost savings /cost avoidance) derived from the process transformation
•	Identifying and estimate all investments, expenses and running cost required to implement the process transformation
•	Creating the proper conditions (team spirit, team-work, training, career, etc.) for all team members
•	Identifying, recruiting and develop talents from inside and outside Banamex
■	Achievements
•	Define the Business & Operational Transformation (BOT) Methodology as a framework for Transformation Programs
•	Map As Is processes (High Level) at Banamex for Consumer Banking, including estimate cost
•	Create the HPCB (High Performance Citi Bank) as a business process model
•	Develop and implement OneProcess methodology and taxonomy to standardize business & operations processes based on the HPCB model
•	Standardize all core business & operations processes (50) globally for Retail Banking at Citi: NA – USA & Canada-, México, LatAm, EMEA and APAC
•	Implementation of Sales Station tool (SS) to support Incentives and Commissions estimation and payments for the Consumer Banking Sales Force (~20, 000 people country wide)
•	Implementation of Advanced Loans System (ALS) to support Personal Loans (PILS)

■	Achievements
•	Aligning IT organization to business processes and objectives
•	Successful implementation of Oracle (ERP) at the Headquarters and 7 Branches in Mexico
•	Improving processes and applications in Warehousing, Logistics, Sales and Customer Services
•	Reducing IT expenses (35%) by implementing managed services and optimizing Infrastructure to make IT resources more efficient and effective
•	Associate Director of the Mérida and Chihuahua offices, being co-responsible with the Managers of these subsidiaries for the top-to- bottom results from HR, Sales, Collection, Distribution, Customer Service and Technology.
•	Implementing a Shared Service Center to administrate IT Services using ITIL as a reference to optimize time, resources & cost and reduce response time to attend and solve incidents coming from the business operations
•	Implementing processes, procedures and tools to guarantee the integrity and security of data
•	Optimizing infrastructure in terms of Central Computing and Telecom to assure the availability and integrity of applications and data
•	Establishing a training program to develop skills (communication -written and spoken-, problem analysis, project management, etc.) and technical knowledge of IT Team
•	Keeping high motivated all IT members

■	Achievements
•	Creating a Business Operations area for Consulting Division taking SAP Business Unit as the pilot unit to integrate and implement all the necessary processes & procedures, policies, controls, KPIs and tools
•	Creating the Business Operations Organization as well as define the job descriptions (roles & responsibilities) for all positions in this area.
•	Building the new Business Operations Team by recruiting talents from inside and outside Deloitte.

■	Achievements
•	Defining the Dell Services Operating Model (SOM) to design, deploy and deliver managed services solutions by identifying, developing and integrating all the necessary processes & procedures, policies, controls, KPIs and tools
•	Building the Managed Services Team by recruiting and retaining the best talent for Dell
•	Based on Enciclomedia Project implemented at SEP (Mexican Ministry of Education) 48, 750 Assets deployed & installed in less than 24 months
Revenue = as expected
Savings and cost avoidance (10%) due to:
–	Business & Operational Process optimization by implementing a Services Operating Model
–	Expenses reduction by optimizing resources (Project Team Org) and developing new suppliers and/or consolidating existing ones

■	Achievements
•	Implementing a Global NCM Project – Non-Conformance Management System- in SAP to manage all (External/Internal) Complains from Customers.
•	Implementing a Global Handling Unit System for the Warehousing processes
•	Implementing a Global SAP Knowledge Centre
•	Implementing a Marco Polo Project (CA - Business Unit)
•	Integrating a new company group located in Europe and Asia (Germany, France, Netherlands, Singapore, Taiwan, China, Malaysia) to the BASF IT landscape.
•	Integrating of a new company to BASF’s ME – Business Unit to IT/IS landscape. This company group owns 3 companies and 2 production sites located in Europe.

■	Achievements
•	Reorganizing the IS Department outsourcing most of the operational activities (Help Desk, development, etc.),
•	Defining the IT strategy to drive BASF on the eLearning solution,
•	Defining of the User Certification Program to guarantee the optimum usage of the Corporate Systems (i.e. ERP, Data Warehouse system, etc.),
•	Defining and implement the “Software Factory” methodology and processes,
•	Developing and implementing the methodology to review and consolidate all the business processes in order to have the maximum usage of the ERP System,
•	Implementing the CAT Model (Business Process Model) in SAP at BASF Paraguay and BASF Bolivia
•	Implementing a Data Warehouse System (linked to the SAP System) to support the decision-making process at BASF

■	Achievements
•	SAP Implementation (CAT Model) in South America and NAFTA
Wave 1 (August ’98 – February ’99): 8 Companies - 5 countries: Argentina, Colombia, Chile, Mexico and Venezuela Wave 2 (June - August ’99): 4 Companies - 4 Countries: Canada, Ecuador, Peru and Uruguay
Wave 3 (September – October 2000): 3 Companies, 2 countries: Brazil and USA

Executive MBA