Experience

LIVENTIA

• Mexico
• Biotechnology Research
• 1 - 100 Employee

• CEO (Chief Executive Officer)

  • Mar 2016 - Present

  Biotechnology • Full accountability for Profit & Loss (P&L) for Mexico and USA, leading five business units: agriculture, aquaculture & aquariums, bioremediation, oil & gas, and industry. • Design of the 5-year strategic plan and Balanced Scorecard to lead strategy execution and monitoring, based on four strategic pillars: people, freedom to operate (FTO), operational excellence and innovation & growth. • Develop and implementation of the go-to-market (GTM) strategy in Mexico and USA, handling the company’s relationships with distributors and key accounts and business partners. • Led the post-acquisition transformation project, including organizational design, sales & marketing strategy, new plant construction in the USA, technology transfer, innovation & growth initiatives. • Strategic alliances development to develop and validate our biotechnology portfolio and implement high-impact national projects in agroindustry and soil health. Show less



Bayer

• Chemical Manufacturing
• 700 & Above Employee

• New Business Development, PMO & Food Chain Manager

  • Jun 2015 - Mar 2016

  Seeds & traits, crop protection solutions. • Development of the strategic roadmap for the “Food Chain” (FCP) and “Sustainability” initiatives in Mexico. • Participated in the design of the long-term strategy (STRACO), particularly with the Project Management Office (PMO) & customer strategy pillars. • Designed Mexico’s Balanced Scorecard to monitor the Market Leadership Strategy implementation, including financial, customer, processes and people metrics. • Restructure of Mexico’s PMO (Project Management Office) including the recruiting of the new PMO leader, definition of new roles and responsibilities and key processes streamlining. • Strategic alliances development with key players in the agribusiness industry such as PepsiCo, Grupo Altex, and Mr. Lucky to implement FCP projects and increase net sales in Mexico. • Evaluated new business opportunities with bio stimulants, precision agriculture, digital and big-data solutions in coordination with crop managers and other areas such as agronomic development. Show less



Aliaxis Latam

• Wholesale Building Materials
• 300 - 400 Employee

• Strategy Director

  • Jan 2013 - Dec 2014

  Global manufacturer of fluid handling systems. • Design of LATAM strategic plan to increase net sales +25% and EBITDA +7.4 p.p. in 2018. • Implementation of LATAM strategic initiatives portfolio with estimated benefits of US$ 2.3 million, focused on margin and fixed-cost improvement, fixed expenses optimization and commercial effectiveness. • Improvement of the region profitability (EBIT) in US$ 1 million through the implementation of the first ever “pricing” strategy in LATAM, focused on customer pocket margin (total benefits estimated @ US$ 10 million). • Evaluation of investment projects for the infrastructure and distribution segments, worth ~ US$ 7.0 million. • Development of the initial stages of the M&A strategy to complete bolt-on acquisitions in Colombia, Central America and Mexico, focused on leading plastic injection and extrusion companies. • Improvement of the new product development process by implementing the “Stage-Gate” methodology in 5 countries, involving manufacturing, sales, and marketing, reducing time-to-market. Show less



Monsanto Company

• United States
• Farming
• 700 & Above Employee

• Strategic Planning and New Business Manager

  • Dec 2009 - Dec 2012

  Seeds, plant biotechnology traits, crop protection chemicals. • Implemented the Latin America North strategic plan in order to reach EBIT goals of US$ 141 million (35% improvement) in 2013 through the Balanced Scorecard methodology. • Optimized the strategic initiatives portfolio, reducing it in 50% and focusing resources (CAPEX and SG&A) on the most profitable ones and on those aligned with LAN’s strategic objectives. • Secured funding for LAN strategic initiatives portfolio and aligned long-range planning (LRP), budget and CAPEX processes with LAN’s Balanced Scorecard. • Evaluated growth platforms for soybean, cotton and sugarcane in Mexico, Colombia and Guatemala, valuated in US$ 410 million and delivering investment recommendations to the Leadership Team. • Designed the strategy and implementation plan for the mid-tier corn business, valuated in US$ 40 million. Show less



Tantum Group Mexico

• Mexico
• Business Consulting and Services
• 1 - 100 Employee

• Director

  • Jan 2008 - Dec 2009

  Management consulting (strategic planning & strategy execution).• Leadership of strategic planning and strategy execution projects, covering from vision and mission development and up to functional and employees’ individual alignment with strategy.• Contributed with at least 25% of net sales through the design and implementation of a new commercial strategy, including deep understanding of customer needs and strong relationships at managerial and C-level.• Training of more than 1,500 executives on strategy execution best-practices through corporate training programs and conferences, several of which were developed in coordination with Harvard University.• Strengthened our professional services practice and market positioning through strategic alliances with other firms (e.g., PWC, Balanced Scorecard Collaborative and Microsoft) & industry experts.Most relevant customers: PepsiCo, HSBC, Monsanto, Grupo Cementos Chihuahua, Banobras, Petróleos Mexicanos, Comisión Federal de Electricidad, Home Interiors, Grupo Dexel, Roche, Grupo Modelo, Volkswagen Mexico. Show less

• Senior Manager

  • Jun 2004 - Dec 2007

  Management consulting (strategic planning & strategy execution). • Led simultaneous projects with multinational customers in the food & beverages, energy, banking, cement and construction segments in Latin America, improving my customer’s business results.• Improved repurchase of key customers in +75% through the implementation of an improved delivery model and building stronger relationships with key stakeholders, both at managerial and C-level. • Improved my portfolio gross margin in 60% by implementing an improved service model & consulting fees method, without compromising results delivery and perceived value from our customers. Show less



Nacional Financiera, SNC

• Mexico
• Financial Services
• 400 - 500 Employee

• Project manager

  • Jun 2001 - Jun 2002

  Development bank. • Designed and evaluated regional development projects valued ~US$ 34 million in the agribusiness, infrastructure, manufacturing, and education sectors. • Development of technical assistance programs and negotiation of credit lines with global financing organizations such as World Bank, JBIC (Japan Bank for International Cooperation) and KfW, Germany. • Improved NAFIN banking levels through consulting and technical assistance to +50 SMEs in Mexico. Development bank. • Designed and evaluated regional development projects valued ~US$ 34 million in the agribusiness, infrastructure, manufacturing, and education sectors. • Development of technical assistance programs and negotiation of credit lines with global financing organizations such as World Bank, JBIC (Japan Bank for International Cooperation) and KfW, Germany. • Improved NAFIN banking levels through consulting and technical assistance to +50 SMEs in Mexico.



Accenture

• Ireland
• Business Consulting and Services
• 700 & Above Employee

• Consultant

  • Jun 1998 - May 2001

  Management consulting, technology and outsourcing. • Redesign of key business processes and implementation of business solutions with SAP. • Development of new business proposals in the energy and construction segments, achieving a high success rate of at least 50%. • Implementation of a “best practices group” in Mexico, focused on the oil & gas industry. Most relevant clients: Petróleos Mexicanos Exploration & Production, PEMEX Refining, IMSA group, Gas Natural. Management consulting, technology and outsourcing. • Redesign of key business processes and implementation of business solutions with SAP. • Development of new business proposals in the energy and construction segments, achieving a high success rate of at least 50%. • Implementation of a “best practices group” in Mexico, focused on the oil & gas industry. Most relevant clients: Petróleos Mexicanos Exploration & Production, PEMEX Refining, IMSA group, Gas Natural.