Oct 2018 – Oct 2018 · 0 mo

• Training & Capability Building – Optimization LATAM & Financial LATAM Teams
• In 1 month, I trained both the Optimization LATAM team and the Financial LATAM team in advanced tools and models to identify and validate productivity projects.
• 📊 Delivered Capabilities in 1 Month
• P&L Analysis Mastery → Equipped teams with the ability to link operational initiatives directly to financial outcomes.
• Key Financial Indicators → Trained in the identification and monitoring of metrics critical for productivity and profitability (e.g., gross margin, OPEX ratios, working capital).
• Calculation Models → Introduced financial and operational models to quantify the impact of productivity projects in the P&L statement.
• Project Identification → Enabled teams to spot high-value productivity opportunities across the LATAM region.
• Cross-Functional Alignment → Created a shared financial-operational lens for evaluating initiatives, ensuring Finance and Operations worked in sync.
• ⚡ 1-Month Outcome → Two regional teams gained the capability to design, assess, and prioritize productivity projects with direct, measurable impact on financial performance, strengthening the link between operations and P&L-driven decision-making.

Apr 2018 – Nov 2018 · 7 mos

• Lean Six Sigma Coaching & Certification Deployment – Sales Team Focus
• I trained and coached 12 Yellow Belts from the Sales team, guiding them through the execution and deployment of Lean Six Sigma certification projects. Over 8 months, this approach can scale and embed measurable improvement in commercial and operational performance.
• 📈 Projected 8-month Impact
• People Trained & Coached → From the initial 12 Yellow Belts, the program can expand to 40–60 certified practitioners within Sales and Customer Ops, creating a self-sustaining improvement network.
• Revenue Growth →
• Net revenue increase through optimized sales processes, reduced lost orders, and improved pipeline management.
• Operational Performance →
• Forecast accuracy improved by 15–25% → enables better capacity planning and inventory control.
• OTIF (On-Time In-Full) increased by 10–20% → stronger service reliability.
• Fill Rate improved by 8–15% → better product availability and fewer stock-outs.
• Lead times reduced by 12–20% → faster response to customer demand.
• Customer Value →
• Customer experience & satisfaction boosted by more reliable deliveries, improved communication, and consistent service quality.
• Financial Performance →
• OIBT (Operating Income Before Taxes) and NOPBT (Net Operating Profit Before Taxes) improved through increased sales effectiveness, higher margins, and reduced process waste.
• In 8 months, the outcome is a sales function fluent in Lean Six Sigma, directly linking process discipline with revenue growth and customer loyalty, while embedding continuous improvement into commercial strategy.

Apr 2018 – Apr 2018 · 0 mo

• In a focused 1-month engagement, I led a productivity assessment for the Andean Hub sales team, applying Value Stream Mapping (VSM), loss analysis, and cost analysis to uncover inefficiencies and build a pipeline of improvement initiatives.
• 📊 Delivered Capabilities & Outcomes
• End-to-End Visibility → Applied VSM to map sales processes and expose bottlenecks, redundancies, and delays.
• Loss Analysis → Identified hidden productivity losses tied to forecasting, order management, and customer response times.
• Cost Analysis → Quantified the financial impact of inefficiencies, linking waste directly to P&L outcomes.
• Project Pipeline Creation → Built a structured portfolio of productivity projects for 2018–2019, prioritizing initiatives by financial impact and feasibility.
• Sales Team Engagement → Trained and coached the sales team to recognize and own productivity opportunities, ensuring alignment with business objectives.
• ⚡ 1-Month Outcome → The Andean Hub sales team gained a clear, financially grounded productivity project pipeline for 2018–2019, connecting operational improvement directly to profitability and customer service excellence.

Oct 2018 – Oct 2018 · 0 mo · Bogotá, Bogotá D.C. Department, Colombia

• Operational Excellence Training – Oil & Energy Industry (Colombia)
• In a 1-month program, I delivered training on Operational Excellence tools to teams in the oil and energy industries in Colombia, equipping them to drive measurable productivity improvements.
• 📊 Delivered Capabilities & Outcomes
• Operational Excellence Tools → Introduced Lean Six Sigma methods, problem-solving frameworks, and waste-elimination techniques tailored to energy sector operations.
• Productivity Focus → Aligned training with critical drivers of efficiency in oil & energy: equipment uptime, maintenance planning, safety adherence, and cost control.
• Hands-On Application → Guided teams in applying tools to real case studies within their operations, ensuring knowledge translated into immediate improvements.
• Cross-Functional Impact → Brought together operations, maintenance, and finance stakeholders to link process improvements directly to P&L impact.
• Capability Building → Built internal expertise, enabling participants to identify, prioritize, and execute productivity projects independently.
• ⚡ 1-Month Outcome → Energy sector teams in Colombia gained the knowledge and tools to increase productivity, reduce operational losses, and strengthen competitiveness in a complex, high-cost industry.

Apr 2017 – Present · 9 yrs 1 mo · United States

• Driving Lean Transformation & Operational Excellence
• I lead organizations in designing, deploying, and sustaining Lean Continuous Improvement strategies that deliver measurable business impact. My work goes beyond projects — it’s about embedding a culture of execution, learning, and growth.
• 🌍 Core Strengths
• Strategy & Leadership → Shape and execute Lean CI strategies that align with financial goals and long-term priorities.
• Process Optimization → Oversee high-value initiatives across functions, ensuring projects are delivered on time, within budget, and at quality standards.
• Capability Building → Create frameworks for ongoing training, coaching, and certification (White Belt, Yellow Belt, Green Belt), equipping teams to solve problems at every level.
• Lean Methodologies → Apply Toyota Kata, Hoshin Kanri, and Transformation Models to connect strategic intent with daily execution.
• Collaboration & Mentorship → Act as advisor to executives and mentor to managers, fostering sustainable improvement and knowledge transfer.
• Global Impact → Experience across diverse industries and geographies, driving growth, cost reduction, and operational maturity.
• 💡 Skilled in Operational Excellence, Lean Manufacturing, CI Culture, Critical Thinking, and Leading Transformational Change — with proven success working across borders to build resilient, future-ready organizations.

Apr 2017 – Dec 2020 · 3 yrs 8 mos

• Operational Excellence, Lean Six Sigma & Continuous Improvement Senior Consultant
• 📈 Projected 3-Year Impact
• Capability Building → Establish internal CI frameworks that sustain a culture of problem solving and waste reduction, ensuring impact well beyond initial training.
• Strategic Outcomes →
• 10–20% cost reduction through process optimization and waste elimination
• 15–30% productivity gains by streamlining workflows
• Significant quality improvements and enhanced customer satisfaction through defect reduction and process stability
• Leadership Alignment → Guide executives and managers in embedding Lean thinking into daily operations, turning strategy into measurable results.
• Sustainability → Deploy Hoshin Kanri, Toyota Kata, and transformation models to connect corporate strategy with frontline execution, ensuring improvements endure.
• In 3 years, the measurable legacy is a network of thousands of trained practitioners, dozens of high-impact projects aligned with financial goals, and enterprises equipped with the capabilities and confidence to compete at the highest level.

Apr 2017 – Dec 2020 · 3 yrs 8 mos

Apr 2017 – Oct 2017 · 6 mos · New Jersey

• Implementation & Deployment of SMED – Bottling & Packing Lines (Manufacturing)
• Over a 7-month initiative, I led the implementation and deployment of SMED (Single-Minute Exchange of Die) with the manufacturing team across 5 bottling and packing lines. The program delivered significant performance breakthroughs, translating directly into financial impact.
• 📊 Delivered Capabilities & Outcomes
• Changeover Optimization → Reduced average changeover and CIP times by 36%, freeing critical capacity in high-demand lines.
• SMED Deployment → Standardized best practices, tools, and routines across all 5 lines, embedding rapid changeover as part of daily operations.
• Cross-Functional Engagement → Trained operators, supervisors, and maintenance teams to own and sustain SMED practices.
• Increased Line Availability → Higher production time availability resulted in more stable planning, improved delivery reliability, and reduced overtime needs.
• Sustained Savings → Program achieved over $1.7 Million USD in annualized savings through efficiency gains, reduced downtime, and optimized use of resources.
• Scalable Model → Created a replicable SMED framework to expand across additional lines and sites.
• ⚡ 7-Month Outcome → The SMED program not only delivered immediate cost and time savings but also embedded a culture of speed, discipline, and operational excellence that transformed manufacturing performance.

Apr 2016 – Apr 2017 · 1 yr · New Jersey

• Over 13 months, I supervised up to 80 employees in beverage production, ensuring adherence to HACCP, FDA, and safety regulations, while embedding Lean Six Sigma practices to drive productivity, reduce waste, and achieve measurable financial impact.
• 📊 Key Responsibilities & Delivered Outcomes
• Operational Supervision → Managed a culturally diverse team, maintaining quality, safety, and production standards across all shifts.
• Financial & Productivity Management → Achieved financial targets by controlling labor, overtime, and productivity metrics. Weekly inventory checks ensured accurate production usage and minimized waste, controlling food and beverage cost variances.
• SMED Implementation → Developed and deployed SMED processes to improve changeover and CIP times with line leaders, increasing line availability and throughput.
• Lean Management → Optimized workspace in the Production department, increasing productivity and creating potential capacity for new customers.
• Training & Capability Building → Trained executives, managers, and frontline teams in Lean Six Sigma methodology, coached projects, and led process improvement workshops.
• Main Project: Operating Cost Reduction → Led Value Stream Mapping (VSM) workshops with stakeholders and supply chain teams, identified opportunities, and implemented action plans, generating $10M/year in operating cost savings by addressing sales variability and process inefficiencies.
• Leadership & Engagement → Motivated teams, developed line leaders, and facilitated cross-functional collaboration to sustain continuous improvement culture.
• ⚡ Outcome in 13 Months → A fully engaged, highly trained workforce capable of sustaining Lean improvements, delivering $10M/year in cost savings, higher productivity, reduced waste, and improved operational alignment across the supply chain.

Apr 2014 – Feb 2016 · 1 yr 10 mos

• Over 13 months, I led 99 frontline workers across two manufacturing lines (process & packaging), driving operational excellence, Lean Six Sigma initiatives, and plant transformation projects.
• 📊 Key Responsibilities & Delivered Outcomes
• Operational Leadership → Led two manufacturing lines, organizing high-performance teams to achieve KPIs and KAIs for both frontline and middle managers.
• PepsiCo Operating Model (POM) Implementation → Designed and deployed POM across the plant to standardize operations and embed operational excellence practices.
• Plant Translocation → Served as Assistant Manager and Change Agent in the early management committee, leading the relocation of plant operations efficiently.
• New Equipment Commissioning → Led the team in the installation and startup of new production lines, ensuring operational readiness and efficiency.
• Lean Six Sigma Projects →
• Efficiency improvement of total manufacturing area → $300K/year in savings.
• Fill rate improvement for organized trade buyers in Ecuador → $100K/year in savings.
• Autonomous Maintenance Leader Pillar → Implemented maintenance best practices across the plant, improving uptime and reliability.
• SMED Deployment → Led SMED initiatives with 250 frontline workers, reducing changeover times and increasing line availability.
• Training & Capability Building → Assisted Master Black Belt in training frontline workers (White Belt) and middle-level supervisors (Yellow Belt), embedding Lean Six Sigma knowledge across the workforce.
• Manufacturing Models → Developed operational models to optimize plant efficiency, generating $500K/year in additional savings.
• ⚡ 13-Month Outcome → The plant achieved measurable financial savings ($900K/year total), higher operational efficiency, improved fill rates, and a fully trained, empowered workforce capable of sustaining Lean Six Sigma practices across multiple functions.

Apr 2012 – Apr 2014 · 2 yrs

• Supply Chain Productivity & Lean Six Sigma Leadership
• Over 25 months, I supported cross-functional productivity initiatives across all supply chain operations, embedding Lean Six Sigma methodologies, standardization, and operational performance measurement.
• 📊 Key Responsibilities & Delivered Outcomes
• Cross-Functional Productivity Support → Coordinated initiatives across procurement, logistics, warehousing, and distribution to identify inefficiencies and unlock operational capacity.
• KPI, KMI & KAI Development → Designed, implemented, and tracked Key Management Indicators (KMI), Key Performance Indicators (KPI), and Key Action Indicators (KAI) across supply chain operations, enabling data-driven decision making.
• Leadership Training → Trained middle-level leaders in Lean Six Sigma tools, DMAIC methodology, and process improvement techniques, empowering them to lead independent projects.
• Lean Six Sigma Champion → Facilitated and supported multiple Lean Six Sigma projects, driving measurable improvements in throughput, cost efficiency, and process reliability.
• Standardization & SOP Development → Led the creation and rollout of standard operating procedures (SOPs) for all operational processes, ensuring consistent execution and compliance across teams.
• DMAIC Process Participation → Actively engaged in Define, Measure, Analyze, Improve, Control cycles to solve operational problems and sustain improvements.
• ⚡ 25-Month Outcome → Established a highly structured, standardized, and data-driven supply chain organization, with trained leaders capable of driving continuous improvement initiatives, improved operational KPIs, and measurable gains in efficiency, cost reduction, and process reliability.