Customer Engagement Executive
October 2014 – May 2016 / Mexico City
Overall responsibility for daily management of assigned accounts to insure profitable growth based on revenue generation, account relationship management and issue mitigation.
Develop and implement account strategies and plans to ensure successful enablement of SAP solutions, increase adoption by adding new processes, technologies and suppliers; and improve customer satisfaction.
Effective positioning of Ariba value proposition in order to leverage our products and services through existing customer agreements, strategic accounts planning and management of alliance partners necessary to support customer engagements.
Deloitte Consulting Group
Business Development Manager
March 2013 - October 2014 / Mexico City
- Account Manager Walmart Mexico and Central America:
I generated the Key Account structure, which led to the client’s performance evolution and allowed the estimation of financial and growth results for successive fiscal periods.
Account Plan Definition: Align client objectives between US and Mexico regarding to corporate strategy, industry, team and leadership; Account Team definition with individual roles and accountabilities. Sales and revenue estimation and agreements, integrating service lines and strategic solutions. Networking Plan based on account objectives, setting up goals and responsibilities. Budget assignment.
Account Plan Implementation and Monitoring: Establish tactical plan for goals achievement for the period. Conduct follow-up meetings on a fortnightly basis and report of balance statements, as well as individual performance monitoring to identify actual and potential deviations and implement adjustment actions.
Integration with global account team: Develop regional strategic planning session to be carried out during the second semester of the year, getting the first local Account Plan as local-global initiatives outcome.
- PMO Consumer Business Industry:
I set up the working dynamics of the industry, generating the necessary interaction between business areas and leaders, as means to encourage client development and alignment with the headquarter model.
Industry Initiatives Plan Definition: MX-US Industry Planning Session - integration of working teams per sector; Global Industry - development of Latin America region programs such as CB School and Leaders Meetings; Eminence – generation of valued content for customers and markets; Marketing Plan - definition of events, programs, and Budget assignment; Training - establish training programs for all organizational levels.
Industry Plan Implementation: Development of each initiative plan in accordance to the chronogram and approved budget, monitoring through regular follow-up meetings with industry team and sector leaders.
Manage needs coming from Key Clients through supporting activities.
Point of Contact (POC) between Global, Mexico and US teams.
- Sales Force Management:
I developed the first model of performance management for the sales area, providing the organization with a tool for comprehensive evaluation of the area aligned with the corporate objectives.
Definition of objective measurement categories focused on firm´s needs and growth strategy fulfillment.
Specific objectives assignment per salesperson based on profile, expertise, and territories.
Individual performance follow-up: weekly activity report review and results by criteria on a monthly basis.
Performance evaluation: Development of the annual result report per salesperson and the overall team and identification of opportunity areas for the following period.
Industry Development Consultant
July - September 2011 / Mexico City
I developed the initial implementation plan for a new Customer Management Model in Commercial Banking.
Diagnosis of the customers’ perception facing the current commercial model and the suggested focus, using focus groups methodology in each one of the segments.
Determine operative gaps regarding to new model based on focus groups developed inside commercial teams along bank branches.
Project phases’ definition based on customers´ and employees’ findings; determining the variables of time, resources, and expected results.
Design of the creative concept for internal go-live platform.
Strategic Sourcing Buyer
March 2009 - August 2010 / Bogotá
I developed negotiations for Unilever in the Andean region, on the clusters Office, Site, and General (OSG) and Engineering and Technology (E&T), generating 1.5 million USD in savings, exceeding the established goal and contributing to the objectives in the IBM-Unilever global agreement.
Analysis of the expenditure in each country of the region for the Not Productive Items (NPI), identifying the input and critical services for the business to add them to the strategic project listing, comprised in the objective negotiation plan.
Increase on the credit days in accordance with the new region policy in 100% of the suppliers within the plan.
Develop - from Unilever business needs and under its policies and processes frame - strategies and negotiations that generated the optimization of their resources, creating savings and compliance of the requirements of customer areas in terms of chronogram and budget.
January 2006 - February 2009 / Bogotá
I negotiated the purchase of raw materials and commodities for the Cement y Concrete businesses, generating an estimated of 600,000 USD in savings annually.
Lead the national supply of cement sacks as critical consumable good, implementing a planning model between the logistics, purchases and inventories areas.
Coordination of the management systems for the National Purchasing process integrating structure, measuring systems and suppliers’ development. Keeping Quality and Environment ISO Certifications, Safety BASC on International Commerce and getting the Industrial Safety and Occupational Health ISO Certification.