Project manager

Leading the implementation of several projects for government: Pemex (O&G), Cenagas & Metro. Responsible for revenue, and P&L, manages mid to upper level client delivery relationships.
I led & completed the Pemex R&S project (planning and execution of 13,000 IP Phones plus R&S equipment across the country) also I negotiated an extension contract for 9,000 more IP Phones, R&S and Gateways equipment. Leading 20 engineers + 1 PM. Budget $30M USD.
I implemented 83 datacenters for Pemex sites across the country and I helped to negotiate an extension project for + 17 sites. Budget $10 M USD.
I led Metro project installing 6,800 IP Phones in all metro stations in Mexico City, 12 engineers + 1 PM under my leading, implementation of pipeline, cabling, R&S equipment, configuration and ATPs, all the activities were covered in 12 months instead 18 months.
I completed the implementation of 400 sites with servers and storage for Cenagas sites across the country, 7 engineers + 1 PM under my leading.

Leading the installation and configuration of the Conditional Access System for
 more than 2 million of paid TV subscribers across the country. Integrate and test acceptance (ATPs) of the system with different suppliers of Set Top Boxes
(Technicolor, Pace, Kaon and Humax). Lead a team of 4 SEs + 2 PMs, manage a
USD $ 5M budget reporting to Project Director Video Solutions and Services. Responsible for revenue, and P&L, manages mid to upper level client delivery
relationships.
I completed the CAS project planning and execution, reducing the implementation time from 18 to 10 months.
I led the integration tests with other platforms, ensuring the correct operation of the system point-to-point.
I developed the SOWs (Statement of Work) for Televisa, including the commitments of both parties, which allowed for the correct invoicing of the project.
I managed to reverse the bad image of the company for a key customer, thanks to the personalized service delivered on site; I also ensured the renegotiation of the projects.
I managed all forms of communication between clients and Israel's technical team; achieving it the only team without penalty in the area.

Design and set up the Project Management Office (PMO). Led a team of 15 SEs & 5
PMs to implement operational solutions for 32 projects (ASA, CONAGUA, IFE,
INFONAVIT, PROFECO, SEP-SAC, CINVESTAV, CONAFE, CONALITEG, CONDUSEF,
ECHASA, IMP, INAH, IPAB, SE, SGM, SHF, CAAD, CONANP, EDUCAL, IMCINE, IMER,
INBAL & SEMARNAT) reporting to the Operations Director.
I avoided being penalized for MXP $ 1M, thanks to the reorganization of the team work to meet the specific needs of the client.

In charge of TA Consulting (Technical Advisor), detect needs and new business opportunities in clients with the aim of potentializing sales proposals. Coordinate the different working groups (Argentina, Mexico, Brazil and Chile).
I achieved savings of USD $ 650,000 for Walmart, thanks to the unification and optimization of the WAN network.
Through an in-depth analysis, I detected an opportunity area that allowed us to reduce expenses by USD $ 11,303,377.
I advised to bid for the telephony service achieving savings in fixed telephony for USD $ 2,721,000 and mobile telephony USD $ 803,000.
I unified a backup link providers achieving savings of USD $ 2,600,000

Leading the Projects Office for Ciudad Segura.
I implemented the methodological framework to guarantee and formalize the delivery of documentation.
I managed and monitored the changes implemented in the systems of the monitoring centers C2's and C4.
I implemented the SLA's between Telmex and SSP, in order to guarantee the fulfillment of the commitments acquired in the project services.
I started the processes aligned to the ITIL methodology (Change Management, problems, configuration, incidents and SLA's)
I was responsible for negotiating changes in scope and fulfillment of delivery dates with the customer

Operations manager responsible for the telecommunications market for Mexico and Latin America.
I increased the operating margins of the projects and services under my responsibility between 10 and 25%.
I renewed the new IT services for amount of 1.4 million euros per year.
I was able to renew 100% of service contracts of different clients (SRE, Telefónica, Grupo Falcón and LDF).
I launched the IT services that allowed the customer to increase the availability of their systems by 20%.
Reduced staff turnover to 4% (40 engineers) assigned to projects and services

Responsible for managing corporate projects for General Motors.
I managed the ISO 9000/2000 certification for the OnLine 2000 group
I developed the metrics (KPIs) for the delivery services to GM Mexico
I led the implementation and support of the OnLine 2000 project for all plants and offices in GM Mexico.
I implemented the refresh project of obsolete equipment by new equipment at all GM plants in Mexico (3,000 equipments).
I played the role of Core Advisor as the only point of contact with US for everything related to the OnLine 2000 project