Santiago, Santiago Metropolitan Region, Chile
Nicolás Goldstein is Country Manager Director (CMD) at Accenture Chile. He has a Bachelor of Administration from the University of Buenos Aires and an MBA from the Hass School of Business at the University of Berkeley in California, United States. Prior to his arrival at Accenture, Nicolás held positions of high responsibility in companies in the Aeronautical sector, Financial sector and Strategic Consulting in several countries in America and Europe. His consulting experience is very varied, having covered topics in the telecommunications, TV, aeronautics, banking, basic services, technology and steel sectors, among others. Additionally, Nicolás has been a professor of different subjects at the University of Buenos Aires (Argentina), at the University of Berkeley (USA) and at the Adolfo Ibañez University (Chile).
Responsible for +$10 Billion dollar revenues. Definition of direct and indirect channel/distribution strategy. Definition of targets, customer segmentation, global and corporate account management. Development of ancillary revenues business (+$500M dollar new business to the company). Responsible for all the markets for Latam Airlines (10 countries in South/Central America, 8 countries in Europe/Africa, 3 offices in USA, 4 offices in Asia/Oceania). Head of LanTours and Tam Viagens (now LatamTravel) a 250 stores Travel retailer with offices in +10 countries in South America selling tickets, hotel, cruises, insurance, etc.
Responsible for the domestic Business Unit strategy definition and for the operation of the largest Hub for LAN (including domestic and international flights). Responsible for +4.000 employees in Peru and +1500 in Ecuador. Areas included HHRR, Finance, Flight Operations, Safety and security, Services and clients, Network, Revenue Management, Sales, etc.
Head of LAN international flights flying within Latin America (~$1Bill. revenue Business Unit business). Responsible for the P&L, Network design, Revenue Management and pricing and on board service definition.
Argentinean retailer: Implemented Lean program in 280 stores with focus in efficiency and service Brazilian Bank: Defined new HR strategy after large M&A (governance model, organization resizing, interactions with BU, control panel definition and monitoring). Telecommunication company • Brazil: Defined new customer segmentation and service strategy at call center • Argentine: Led union/company project to achieve operational improvements in field forces. Created business case to accelerate broadband penetration (duplicated in 3 years) • Spain: Diagnostic on BtoB business strategy. Development of improvement levers. • Chile: Definition and implementation of new customer service strategy in call center and branches. Latin American Airline • Redesign of heavy maintenance strategy/process applying lean techniques. • Detailed definition of new network planning process (from 48hs to 3,5 years view) • Definition and implementation of new commercial and operational strategy to migrate towards a “low cost” model for domestic and regional flights in four countries. Chilean Water utility Definition of new customer service strategy. Development of improvement opportunities using lean techniques. Definition of non-water revenue opportunities.