Nov 2021 – Dec 2022 · 1 yr 1 mo · Hybrid

• I was recruited to serve as Chief of Staff during a critical growth phase when the company needed someone who could coordinate across C-suite executives and translate strategic vision into operational reality.
• One of my first initiatives was implementing company-wide communication policies. Information was flowing inefficiently; executives were receiving duplicate requests, and staff weren't clear on priorities. I developed structured communication systems that reduced redundant information requests by 30% and dramatically improved cross-departmental alignment.
• I also built the CEO's personal brand and social media presence from scratch. He was chronically offline, but we needed thought leadership positioning to support fundraising efforts. The strategy worked - we connected with investors and strengthened the company's external profile.
• Beyond communications, I participated in high-level hiring decisions, screening and presenting candidates for executive positions.
• I managed complex executive calendars and strategic initiatives, reducing prep time by 25% while increasing meeting effectiveness by 40%. For company-wide events, I served as the CEO's proxy to translate his vision into event activities, presentations, and workshops, coordinating closely with the Tijuana COO and General Manager who managed the production and execution.

Sep 2020 – Oct 2021 · 1 yr 1 mo · San Diego, California, United States · On-site

• When I joined this PropTech company, they had 130 active construction projects but no formal customer success function. Projects were delayed, customers were frustrated with communication gaps, and the company's reputation was suffering.
• I built the customer success department from inception, coordinating a 3-person cross-functional team that included a sales director, project manager, and developer. Together, we managed projects across construction, permitting, and development stages. Within 6 months, we improved customer satisfaction scores by 35% and reduced response times by 60%.
• One critical issue stood out during my customer journey mapping: we were sending construction workers to customers' homes without advance notice. When I raised this with the all-male executive team, they didn't initially see the problem. I had to explain that for women home alone, having unknown men walk into the backyard without warning was genuinely frightening.
• The solution was straightforward but impactful: I created a pre-construction documentation packet with photos and names of workers who would be on-site, and we implemented a doorbell notification protocol. This simple change dramatically improved customer trust and comfort.
• I also created "reverse testimonials" - an initiative that empowered homeowners to share their frustrations about the ADU construction journey. These candid testimonials served as direct feedback for operations teams, helping us identify and address systemic issues that traditional satisfaction surveys missed.
• I developed comprehensive SOPs, complaint escalation systems, and project documentation protocols that improved transparency and accountability across operations, product, and customer-facing teams.

Mar 2018 – Jul 2018 · 4 mos · Greater San Diego Area

• I joined Energie Fuel Group to support their wholesale fuel card operations for commercial fleet customers. I onboarded new corporate accounts, trained them on the proprietary fuel card management platform, and handled customer service escalations to ensure smooth platform adoption.
• I also supported the CEO and Director of Finance with billing operations, accounts payable, and general administrative functions during a period of organizational transition.
• My tenure ended when the company's portfolio and CEO were acquired by a major fuel corporation and the business was integrated into a larger organizational structure.

Oct 2016 – Sep 2020 · 3 yrs 11 mos · Tijuana Area, Mexico · Remote

• During this period, I provided operational and marketing support to female-led small businesses at the inflection point between concept validation and scalable growth.
• For a barre studio, I revamped branding to reflect body acceptance and self-love rather than typical fitness industry aesthetics. I standardized content practices and created multi-enrollment promotions (bride packages, best friend plans, mom-daughter memberships) that built the engaged community which later supported her licensing expansion and instructor certification programs.
• For an organic produce retailer, I transformed her Instagram presence to match her premium market positioning and implemented Manychat automation for produce basket ordering. This doubled her average transaction value and tripled order volume.
• I worked with several other clients including an interior designer and the leader of a female entrepreneurial community, providing brand strategy, content systems, and operational frameworks tailored to each business model.
• A core part of my approach was teaching founders photography and content creation fundamentals, empowering them to maintain their brand presence independently while I handled the strategy and execution.
• This work reinforced that effective operations means building systems that reflect authentic brand values, not just optimizing for efficiency.

Feb 2015 – Dec 2016 · 1 yr 10 mos · Tijuana Area, Mexico · On-site

• I co-founded Restaurantes FM to solve a problem in Tijuana's food scene: discovering great restaurants was difficult, and small restaurant owners couldn't afford expensive marketing. We created a food discovery platform - imagine Airbnb's map interface, but for restaurants.
• As COO, I built all go-to-market operations from scratch. I acquired our first 100 restaurant clients in 6 months, with 5-10 monthly additions thereafter. I also secured $50,000 in funding through multiple channels: winning a pitch competition ($7,000), obtaining government subsidy for attending Collision Conference in New Orleans ($8,000), and landing an angel investment ($35,000) from a connection made during the Mujer PyME Shark Tank competition.
• Community engagement was central to our model. I spearheaded 12 events at food parks across Tijuana: outdoor movie nights where people could enjoy dinner and watch films they'd voted on via Facebook polls. These events demonstrated to restaurant owners that we could drive real foot traffic. Our third event was so successful that food trucks literally ran out of food.
• Beyond sales and promotion, I managed day-to-day operations, social media, and community management. I often had to bridge communication gaps between my technical co-founder and our development team. After one particularly challenging period, I facilitated a conversation that got everyone aligned, and we launched our alpha platform within 30 days.

Feb 2014 – Jul 2015 · 1 yr 5 mos · Tijuana Area, Mexico

• HUB STN was Tijuana's first binational coworking space, built in the old Mexicoach bus terminal right in the heart of downtown. The vision was to create a space where entrepreneurs from both sides of the border could collaborate and network.
• As General Manager, I managed all facility operations for a space that served 20-25 coworking members plus 8 private offices. I achieved 100% office occupancy through strategic community activations - hosting startup talks, networking events, and lending the space for community gatherings as a promotional strategy.
• I handled everything operational: staff management, vendor contracts, member relations, facility maintenance, and the full cycle of event logistics from setup through breakdown. The role required constant attention to detail and the ability to keep operations running smoothly while also building the community feel that made the space valuable.

Feb 2011 – Feb 2014 · 3 yrs · Greater San Diego Area · On-site

• CETYS Universidad wanted to expand enrollment among San Diego-area students, but there was a significant gap: many students faced financial, cultural, and academic barriers to US college enrollment. I was hired as a promoter but quickly became the architect of our entire Southern California strategy.
• I built and managed the enrollment pipeline from scratch. Over three years, I personally enrolled 140+ students, generating approximately $560K in total tuition revenue. I managed a $35K annual marketing budget ($105K total over three years) with a 5x ROI, consistently exceeding enrollment targets by 30-40%. In 2011, my goal was 30 students and I enrolled 42. In 2012, I hit 50 against a 35 target. In 2013, I enrolled 54 when the goal was 40.
• The key was building genuine relationships. I established strategic partnerships with 20 high schools across Southern California, spending time with counselors and administrators to earn their trust. I developed comprehensive student guidance programs, creating personalized four-year educational roadmaps that incorporated international experiences and dual degree opportunities between US and Mexican universities.
• I was also the bilingual liaison for the campus director in US university partnership negotiations. Because I was one of the few truly fluent in English, I translated complex agreements and debriefed stakeholders after meetings - essentially serving as a bridge between Mexican university leadership and American partner institutions.
• Within the first six months, I was promoted from promoter to department head based on my performance and ability to manage high-volume recruitment during critical enrollment periods, including covering for a colleague who was injured during peak season.