Fractional CTO & Strategic PMO Director | Turnaround Management & Digital Transformation

In charge of the Platform Management team associated with the new core for the Processing Payment Methods, coordinating
the Management of New Platform with the operations, finance, risk and security managements. Additionally, Controller of the
New Platform Management.
* I led the management of 18 non-productive environments (including 32 Oracle DBs in RAC and Single Instance) in Oracle
SuperCluster and Oracle Exadata infrastructure for the new processing platform.
* I led, together with the internal PMO, the incorporation of agile models for the Project Program of the New Platform, in total
more than 60 initiatives managed in an agile way.

Manage and coordinate the different work teams of the Project Program of the Processing Payment Methods New Platform in
NEXUS, keeping the program within deadlines and budgets.
* I managed the budget (> US$ 27MM), in conjunction with the External PMO, controlled and with a variation of less than
5%.




* I supported the General Manager and the Program Manager in the strategic points achieving the control of more than 10
parallel projects that made up the Program, generating points of view of innovation and continuous improvement of the
Program such as the implementation of Waving Planning (Programming by Waves) given the uncertainty of the Program.

Technological innovation company that develops knowledge and solutions on information and business technologies.

Senior Project Manager (2/2015 - 2/2016)
Manage projects in different ANTICIPA customers, keeping the scope, plans and budgets controlled and monitored.
* I led and managed the recovery of more than 6 months of delay of the new web platform's implementation project of a
Compensation Fund, without increasing the budget.
* I led and implemented in 4 months (estimated 8 months), in conjunction with suppliers, the technological renewal of
NEXUS' card personalization (embosser machines).
* I achieved the recovery and execution of 100% of the insurance associated with the import of the embosser machines that
were partially damaged in the transfer from the factory in the USA without impacting the deadlines of the implementation
project or the costs of the project.

Advice on processes and management of information technologies to different companies in various industries such as retail,
automotive and management, among others.
* I implemented, in 3 months, the digital transformation of a new Mall, achieving the incorporation of hybrid solutions, both
in the cloud and in its own servers On Premise.

* I designed a Tier III Datacenter for ZOFRI which was later built based on that design remaining in Tier II due to local
conditions of Iquique/Alto Hospicio.
* I restructured the ICT Support area, focusing it on the quality of service and continuous improvement of its service and
support processes for more than 400 users.
* I brought to a standard of 99.99% of the uptime of ICT services to the more than 2,000 ZOFRI's active user companies,
raising the previous standard that was less than 90%.
* I led, as Project Director, the total renovation of the computer system that supports the document operations of the user
companies for import/export. Project with an approximate investment amount of US$ 4MM and with more than 40 people
working within the project and incorporating actors such as National Customs.

* I raised the internal IT support standard of the companies, achieving an improvement in evaluation from grade 4 to grade
6.5.
* I replaced the server hardware platform that was older than 7 years with Dell blade servers, achieving an improvement in
the uptime of the systems from 85% to 99.99%.
* I defined the ICT Strategic Development Plan of the companies.
* I led and implemented an ERP at the level of the two groups of companies complying with 0% deviation from deadlines
and costs.

* I trained in Oracle 9i Administration to staff of the National Institute of Statistics.
* I developed prototype of Business Intelligence (QlikView tool) for Chilean Customs.

* I documented 100% of local networks and WAN links (local and regional).
* I defined, diagrammed, developed, and applied in 3 months, the firewall policies and external/internal security of the
networks.
* I documented the Disaster & Recovery Plans (DRP) for the 100% of the networks.




* I normalized and optimized the VoIP communications in the region achieving an uptime of more than 99%.

* I planned, assembled work teams, and directed the updating of administrative management systems in 85% of the
estimated time.
* I changed the telephone and internet provider, improving the service and achieving a monthly saving close to USD 2,000.
* I led the installation of regional voice and data links generating savings of over USD 7,000 per month.
* I was part of the team that implemented the World-class ERP for the plants in Brazil, with 0% deviations in time and budget.

* I led the "Year 2000" Project (Y2K), migrating and certifying the 100% of the applications and databases.
* I coordinated the Y2K project at a regional level (Brazil, Chile and Argentina), converting 100% of the systems on time and
without errors.
* I implemented a Business Intelligence tool (Hyperion) in the corporate unit of Latin America consolidating 100% of the
financial reports of Argentina, Brazil and Chile that were sent to Corporate Finance in Chicago (IL, USA).
* I reduced to almost 0% the errors of the production Oracle databases due to management problems, this incorporating a
24x7 monitoring and alerts to predict possible future failures.