It manager

Advice on issues of:
•	ERP implementation
•	IT Policies and Procedures
•	Quality management system
•	Cyber Security
•	Physical security

Reporting to: IT Senior Manager (USA)
Direct reports (5): 2 System Admin, 1 Security Coordinator, 1 Head of Development, 1 Area Assistant Indirect Reports (22): 6 Developers, 3 Support Engineers, 12 Security Guards.
Responsible for: Colombia, Peru, Argentina and Mexico (SLP Plant, Offices: CDMX, Guadalajara, Monterrey, Torreón, Villahermosa and Hermosillo)
LATAM Strategic Planning: Participation in strategic planning at headquarters, sharing and executing the Vision and Mission. Definition of the integration of new technologies according to the global strategy.
Area Administration: Definition of policies, guidelines, processes, procedures and KPIs for LATAM operations according to central offices.
Definition and Budget Management: Define and execute the annual IT LATAM operational  budget, define and execute IT LATAM investment and improvement projects, ensuring the SLAs (CAPEX and OPEX).
Project Management: Project management under PMO methodology
Development Administration: Traceability and monitoring of projects assigned under the SCRUM methodology. Integrating and consolidating solutions for the region by providing high availability applications.
IT Quality Management System: Leading and redefining QMS in IT processes for Mexico, Colombia (both were certified)
Physical Security: Responsible for security in all facilities in Mexico and Colombia, taking care of people and assets, crisis management responses (external and internal threats, intrusions, accidents, natural disasters, etc.)
Main achievements, projects and implementations.
• 96% Customer satisfaction based on the redefinition of processes, procedures and KPIs
• 99.7% availability in communications through life analysis and HW replacement
• Savings of $ 9,500 and $ 6,300 USD in 2017 and 2018 based on analysis of plans and negotiation with the supplier
• Projects under PMP methodology: Data Storage Replacement ($200 KUSD)
• Projects under PMP methodology: Event Center improvements ($95 KUSD)
• 98% of projects on time based on a successful restructuring of AE staff
• Recertification and certification of Mexico and Colombia in ISO 14001 due to changes in IT QMS
• 11% reduction in incidents in SEL LATAM due to the security strategy deployed.

Reporting to: CEO
Direct reports (5): 1 SAP Project Leader, 2 Process Analysts, 2 Support Engineers
Responsible for four plants: Fibremex, Optronics, LightMax and Fiberlab
Strategic Planning: Participation in the sales increase strategy defined by the Board through projects under the Hoshing Kanry methodology.
Area Administration: Definition of policies and guidelines for the optimal operation of the area and its interaction with users, customers and suppliers.
Personnel Administration: Selection, development and coaching of the personnel under my charge
Budget Administration.- Define and optimize operating costs and continuous improvement projects.
Infrastructure: Ensure the high availability of communications, telecommunications and applications.
Quality: Leader of the Quality Management System for IT processes.
Main achievements, projects and implementations.
• 4.8% increase in sales productivity with Implementation of the Contact Center application
• 9% increase in response to customer calls Implementing the Cisco PBX - Business Edition 6000.
• Implementation in time and form of Traceability System for Optronics Production Lines
• 14% improvement in the certainty of delivery of material with Implementation of Bar Code and Packaging System for Warehouse Management (Fibremex)

Reporting to: CFO (USA) / Operations Manager
Direct reports (3): 1 Process Analysts, 2 Support Engineers
Area administration: strategic planning, budget, development and monitoring of work plans, management of savings projects under the lean manufacturing methodology, administration and development of personnel in charge (3), administration of more than 150 teams, 12 servers, implementation and maintenance of communications infrastructure, control and administration of software licensing and perimeter security
Main achievements, projects and implementations.
• $ 18,000.00 USD annually in cost reduction in radio communication NEXTEL canceling duplicate equipment and functions.
• $ 60,000.00 USD per year (22% pct) to reduce cellular spending by canceling equipment and functions
• $ 22,000.00 USD in reduction of the cost of communications changing to the main carrier
• Timely and proper implementation of the Disaster Recovery Plan
• Successful implementation of ERP MAS200 and SAGE500 (configuration of HW, SW, pilot tests and go live).