Experience

Haifa Group México

• Mexico
• Farming
• 1 - 100 Employee

• CEO Director General

  • Oct 2019 - Present



ADAMA

• Mexico
• Real Estate
• 1 - 100 Employee

• CEO-Managing Director

  • Nov 2013 - May 2019

  Starting-up and launching the new entity and trademark of ADAMA in Mexico. Institutionalizing the Mexican facility from a privately-owned organization to a global publicly owned corporate subsidiary. Designing sustainable growth and Business Development strategies within the country with full P&L accountability. Aligning the new entity to the applicable international and local laws and regulations in adherence to the global policies. Re-organizing the HR strategic planning and key initiatives along with a working culture shift and change management strategy. Re-designing the customer service approach by re-engineering processes and organization. Commercial transformation based on "Symphony" methodology implementation. Overseeing the process of eliminating several companies required to run the business in Mexico, thus simplifying all administrative processes. Managed the Mexican subsidiary with USD$51 million revenue, 200 FTE´s in Mexico and overseeing 2 manufacturing sites. Deploy Global Strategy in the Mexican Subsidiary, reported to the ADAMA LATAM VP and Board of Directors.• P&L Accountability – Company sales CAGR over a 5-year period was 2.5% outpacing the market 1.5 CAGR. ADAMA Mexico overcome several challenges to achieve this, improve the products label and comply with the innocuity regulations, customer base turn around, marketing and sales team’s re-organization. Growth with large distributors, improving the label applications and innocuity required for the company. The market contracted by 0.5% in 2018. Took full ownership of crisis management during the earthquake in Mexico in 2017 safeguarding employees at all time and facilitating the operational recovery plan informing corporate office in the loop during the office temporary shut-down. Strong OPEX control process implementation to mitigate negative impact of the Mexican Peso devaluation.



Brenntag Mexico

• Sales Director Specialty & Industrial Chemicals

  • Mar 2008 - Oct 2013

  Sales Director Specialty & Industrial Chemicals Brenntag Mexico March 2008-October 2013Overseeing the entire sales organization of Brenntag Mexico with a head count of over 40, split in 6 business units: Paints and Coatings, Personal Care, Food and Pharma, Elastomers, Oil and Gas and Commodities. Reporting to the General Manager. Preparing and executing the company sales budget and get the appropriate support from suppliers.• Sales Growth – Generated steady organic sales growth as well as mayor suppliers turn overs via regional marketing plan for the Paints and Coatings Segment. Major turn overs were: BASF ED 7 MM USD, Wacker 3MM USD.• Sales team Reorganization. Successfully managed to reorganize the sales force at Brenntag, to specific markets, yielding better market focus, growth and suppliers’ credibility by assigning the sales representatives to individual market segments.• Inventory slow mover reduction. Collaborated with the company´s supply chain team and suppliers to reduce slow mover inventory from 1.0MM to 300K USD.• Sales force variable compensation. Implemented a new compensation sales incentive to differentiate the sales process of commodities and specialty chemicals, which resulted in growth in both segments and supported the implementation of the sales team reorganization process.



Rohm and Haas

• Chemical Manufacturing
• 400 - 500 Employee

• Director of Supply Chain, Procurement & Logistics – Latin America

  • May 1991 - Jun 2007

  Directed procurement and logistics, supply and demand planning, and customer interface functions for all Latin America. Led initiatives designed to achieve procurement savings, process efficiency, process excellence as well as customer service and customer satisfaction improvements. Managed a USD$180 million procurement budget, 10 direct reports, and a 38-person team located in Mexico, Argentina, Brazil, Colombia, and Chile. • Procurement Savings – Generated a $3 million procurement savings in two years. Drove a strategic program that included reviewing contracts with carriers, forwarding agents, and specific key raw material suppliers, and bidding logistics services with highly qualified carriers complying with Rohm & Haas safety/service standards.• Process Efficiency – Implemented a Customer Risk Category project that yielded an average of 20% of orders on credit hold without increasing region DSO while Latin America sales grew from USD$200 million to USD$300 million; managed to keep headcount flat in assigned areas to support sales growth and profit improvements while the sales organization added resources.• Process Excellence – Reorganized meeting logistics for different sales and operations planning processes during the 4th quarter of 2006, to support MRP II Class A initiatives. Achieved approval of all Business Managers in Latin America, aligned with Global SO&P business unit meeting requirements, and achieved target date – new standardization of supply/demand planning process was successfully implemented.• Customer Service Improvement – Delivered a $100,000 savings in logistics costs and avoided fines by customers for shipment delays, by loosely aligning with North American Supply Chain and Logistics teams, to ensure reliability of shipments, in the Caribbean & Central America acrylic emulsions market, which is complex based on storage capacity, surpassed by market demand.• Organization Management – Re-estrucutred the team & yielded USD14,000 savings.

• Commercial Manager (Functional Coatings, Monomers, Customer Interface)

  • 2002 - 2004

  Served in concurrently running positions with responsibilities that span from running the USD$12 million Functional Coatings business and the USD$27 million Monomers business and managing a six-person Customer Interface Team supporting the USD$100 million Mexican subsidiary. As Commercial Manager of Functional Coatings, oversaw two Sales Representatives in Mexico and Central America and one in Colombia, and one Technical Service person.• Business Growth, Functional Coatings – Grew business by USD$1.5 million despite complexities relative to dramatic downtrend of Mexican and Columbian textiles, leather, and graphic arts industries as a result of imports from China. Developed a strategy that effectively repositioned polymers in these industries.• Sales Increase, Monomers – Increased monomer sales in Latin America from USD$11 million to USD$28 million in one year by securing contracts with four new key accounts (Plastiglas, Multiquimica Dominicana, Garen, Nalco).• Team Restructuring – Restructured Customer Interface Team in Mexico by determining the right priorities during SAP implementation. Coached the Customer Service Team Coordinator in the development of three out of five new Customer Service Representatives. Positioned team as one of the most outstanding teams in Latin America.

• Market Manager for Architectural - Functional Marketing Coatings Latin America

  • 1999 - 2001

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• Account Manager Coatings & Construction Polymers

  • 1996 - 1998

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• Technical Sales Representative Performance Polymers

  • 1991 - 1995

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