Enmanuel Jimenez

• Functions: To cooperate with companies in large business transformations through the implementation of new operational systems. Elaboration of their strategic plans, financial budgets, working procedures, determination of employees’ work load and company’s target Head Count, design of work teams, role profile descriptors, detection of training needs, development of variable remuneration systems (performance bonuses), implementation of employee 360 ° evaluation systems including a collective evaluation and by competencies. Determination of fit for purpose compensation schemes and salary structures. • Achievements: Clients have achieved dramatic results: Profitability Improvement up to 250%, minimization of personnel’s turnover, progress in company' Satisfaction Surveys (from 70 % to 95 %), reduction of material scrap in more than 50%, reduction in product development cycle time of 300 %, amongst others. The achievements of some of our clients have served as cases of study for the industry in the Dominican Republic and several articles have been published in the main magazines and newspapers, we have presented the methodologies in conferences attended by the General Managers of the country´s main manufacturing companies. • Current clients: In Costa Rica: Grupo Corporativo Tres Erres (service industry, reengineering the service chain), Corporación Arrocera de Costa Rica (diagnosis of the supply chain and administrative processes) and Total Convenience Stores (elaboration and implementation of the business set up i.e. financial plan, working procedures, etc.). In Dominican Republic: Plásticos Flexibles Multiform C. por A. (reengineering the corporation, marketing strategy, order to cash, purchase to payments and production), Indusnig C. por A. (leader of a market share recuperation project for the FCMG (fast moving consumer goods) business.

Oversaw the departments of industrial sales, operations (Production, Supply Chain, Engineering), Information Technology, Finance (Cost, Treasury), and Human Resources. Responsible for defining and implementing the company's strategic planning. Achievements: Led a major reengineering project to transform the company from a functional organization to a process-driven enterprise. Tripled the company's profits in just two years after project completion. Reduced administrative headcount from 225 to only 71 while achieving a 100% increase in sales and production. Simplified and automated all operational processes, improving overall team efficiency, customer satisfaction (survey score improvement from 65% to 95%), and reducing staff turnover (from 24% to 6%). Increased the company's operating profit from 10% to 25%. Negotiated regional supply contracts with multinational clients and suppliers, including Cemex (Dominican Republic, Puerto Rico, and Panama), Colacem, Holcim, Mondi Packaging (Sweden), and LongView (Portland, USA). Achieved a 50% increase in sales compared to 2005 and reduced costs by 15%.

• Functions: Responsible for the areas of Supply Chain (Manufacturing and Logistics), Cost Accounting and Human Resources. In charge of 350 employees with annual sales of USD$100 millions. • Achievements: Implementation of the following philosophies and systems: Lean Manufacturing, Value Based Management (VBM), personnel’s evaluation Systems (360° collective and competencies), variable remuneration’s systems (bonuses). Managerial control’s systems (Balanced Score Card for the supply chain) using Key Performance Indicators (KPIs) that accelerated the process of improvement and development of the company. The system is tied to the annual personnel’s evaluations. Implementation of programs and systems of Costs of the bad quality and Overall Equipment efficiency (OEE). • Rewarded with the highest company´s recognition. Award "Ramon Vila Piola", devoted to the most meritorious employee of the company (2006).

• Functions: Improvement of the company presence in the country´s north zone (Market share and Top of Mind). Development of new business´s opportunities, attraction of new clients and development of new markets. Fulfillment of the targets of fuels and lubricants´ sales. Maintenance and increase of the value of the (ESSO) brand. Consultancy to owners of service stations in how to increasing sales, to reduce operation´s costs and how to implement safety initiatives (safety and Security). • Achievements: 100 % of "on time" contracts’ renewal with service stations’ dealers.

• Functions: Responsible of 4 production cells (25 people each one in 3 shifts of operation, 300 employees). Production of circuit breakers for industrial and residential use, for more than 12 international brands (Westinghouse, Cutler Hammer, Challenger, General Electric, etc.). • Achievements: Improvement of all the indicators of management, productiveness and quality, case Fill, Conformance to plan index (from 95 % to 100 %), back orders reduction (from 45 days until 15 days). Reduction of the Scrap levels and elimination of the rework stations. Reduction of employee turnover (from 10 % to 3 %).

• Functions: To coordinate and to supervise the execution of the preventive and corrective maintenance plans on the production machines. Supervised 12 employees of technical level (Mechanics and Electricians). Installation of new machineries and lines of new products. • Achievements: Fulfillment of all the projects of machinery installation. Improvement of the OEE (from 75 % to 82 %).