Mexico
Los CEOs y fundadores me buscan cuando la complejidad empieza a frenar la ejecución y necesitan claridad para crecer. Mi especialidad es transformar la complejidad en sistemas simples y ejecutables. No solo diseño estrategias: me aseguro de que se conviertan en resultados tangibles. Durante más de 12 años he liderado transformaciones estratégicas y tecnológicas en instituciones financieras, consultoras globales y empresas locales. He gestionado proyectos de hasta 50M USD, simplificando estructuras, procesos y tecnología para que los equipos trabajen con orden y foco. Hoy, desde Mavens Group, aplico ese conocimiento para: - Instituciones financieras que buscan modernizar su core y profesionalizar sus procesos. - Industrias y maquiladoras que necesitan pasar de la operación caótica a la eficiencia sistemática. - PyMEs y startups que requieren bases sólidas para habilitar un crecimiento sostenible. Mi propósito es claro: hacer que las cosas sucedan, simplificando lo complejo y habilitando el crecimiento sostenible.
Mavens Group is a consulting firm that integrates strategic thinking, operational simplicity, and disciplined execution to help organizations achieve sustainable impact. We work with entrepreneurs and business leaders to: • Align strategy and execution. • Professionalize operations. • Optimize and simplify processes. • Automate what creates value. • Ensure key projects deliver tangible results. As Founder & CEO, I bring over 12 years of experience in organizational transformation and senior roles in global firms and financial institutions. My purpose is to help organizations grow with order, focus, and simplicity. We make things happen. Systematically. Simple.
Enable the organizational strategy by moving towards the Target Operating Model (TOM), starting with the current model assessment, defining our desired capabilities and maturity in each of them (including potential spin-offs).
In Jul ’23, as part of an organizational restructure, I was integrated into a Commercial area under Payroll Business (previously under Products), and so the vision, strategy and execution changed. I was given the responsibility of the Retail Commercial Strategy and execution oversight, as well as to integrate a Business Intelligence & Automation team to support the Payroll business across Banking & Retail, while keeping the Operating Model for Off-branch payroll onboarding channels and the Management Strategy.
As part of a newly created area with the task to transform products' processes, we're entitled to break silos, find synergies and contribute to a more efficient operating model. My first assignments here were broad: one of my responsibilities was to take over current processes from the different products in order to standardize, optimize & transform them into a simple and customer centric extraordinary experience, starting with the off branch Payroll Onboarding channels & Payroll Portability; the other part of my responsibility was to strategize and advice around the vision & organization of the area, assessing and developing talent and capabilities among other things. Lead the Transformation: my team was created with the mandate to establish a new Way of Work that challenges the status quo and can drive the transformation we require. This always comes hand in hand with Cultural & mindset change, and that means people. Management Strategy: responsible for developing & implementing management strategies oriented to setting a Way of Work (methodology, values, pillars, etc.), defining & tracking of key initiatives, milestones & KPIs; creating executive forums, presentations, townhalls, offsites, and any kind of information/presentation required; finances, organizational design, culture & work environment.
Head of Management Strategy (former Chief of Staff) and Special Programs/Projects with high importance and visibility within the organization. We endorse high performance, we challenge and define the way of work and we set new standards.
Project Management consulting advisory to Senior Executive Leadership & Operations Management for transformation projects in leading companies inside the financial services industry. Last: PMO lead for a digital transformation project of 50M USD inside one of the leading banks in Mexico and the world, to replace the loan management platform system for an existing 6B USD portfolio, involving +30 areas inside the organization
Activities: Clients’ demand & forecast analysis to provide supply chain with appropriate information for production planning, ensuring timely placement and delivery of all the raw materials and sub-assemblies, both internal and external by coordinating all inside teams & departments involved. Develop and keep control documents and metrics; daily reporting to management. Sub-assembly shelter in Mexico represented around 600 million USD in revenues, for which we, as supply chain and production control were responsible.