Omar Cortes

Reporting to the Country Manager. 8 direct reports. ✔ Achieved 120% of the sales budget by coordinating customer events to detect needs and create synergies. ✔ Compliance with 85% customer satisfaction indicators by improving business processes. ✔ Successful aftermarket solutions and customer service for all group brands (Audi, VW trucks and buses, passengers, and commercial vehicles) and product development with main clients (PepsiCo, DHL, Bimbo, Element, Pfizer, Bayer, Mondelez, Novartis, Schindler, AmEx, etc.). ✔ Services Central billing process design. ✔ Designed the mobility processes and program aligned with market needs. ✔ Sales budget planning.

Reporting to General Manager. 5 direct reports ✔ 93% fulfillment of leasing products and after-sales service, management, customer service, and communication systems focused on the company's customers satisfaction. ✔ Compliance with 85% of customer satisfaction indicators ✔ 15% reduction in complaints through the implementation of processes ✔ 92% Service coverage for distribution process control through the implementation of a 24/7 service availability. ✔ Designed the mobility processes and program aligned with market needs. ✔ 100% accomplishment of customer service for different companies for aftermarket solution

Reporting to the General Manager, with 4 direct reports, responsible for the design of processes nation wide, new business development, hiring the startup staff, sales budget planning and head count, in charge of customer service for different companies for aftermarket solutions with all automotive brands, sourcing, systems implementation and product development. Achievements projects and implementations 100% fulfillment of the products of after-sales service, fuel, used vehicle remarketing, management, customer service, communication systems focused on the company's customers satisfaction Compliance with 90% of customer satisfaction indicators

Reporting to the Operations director, with 25 direct reports and 15 indirect reports, in charge of reducing the costs of operation, customer service, customer experience administration and follow-up to after-sales services, guarantees and campaigns nationwide. Achievements projects and implementations Improve the level of customer satisfaction by 38% by implementing an operating model according to the needs of customers. Increase the productivity of call center work teams by 50% by training, developing and implementing supervisory systems. Improve the level of effectiveness in maintenance services by 45% by channeling more services to specialized workshops, and process improvement. 90% customer retention by implementing timely detection of areas of opportunity in processes and services.

Reporting to the Fleet Director and matrixed to the North American Wheels operations manager, with 16 direct reports and 8 indirect reports, with responsibility for supervising the national operation, budget planning, sales management, prospecting clients,new business development, used vehicle remarketing, development of new products, customer service and ensuring that systems and telecommunications work optimally. Achievements projects and implementations Increase company productivity by 18% through cross-functional team leadership, training and development and implementation of monitoring systems. Improve customer satisfaction by 20% through call center restructuring. Increased 22% sales by implementing a business analysis program Reduced 40% of the overdue portfolio with the development of billing processes. Reduced staff turnover by 30% by improving salaries and implementing bonuses and incentives, based on market research.

Reporting to the Director of Operations, with 11 direct and 3 indirect reports, responsible for supplier development, remarketing of used cars, supervision of call center and managerial area for Mexico and Puerto Rico. Responsible for carrying out all vehicle procedures for fleets (4,500 units), for new units, on road and off road Achievements projects and implementations Increased affiliated service suppliers by 578% by improving coverage nationwide I saved 18% in maintenance costs through negotiation of prices with suppliers Increased 40% in the effectiveness of maintenance services with the implementation of consulting services for clients

Complaint management, consulting and analysis of maintenance information, customer´s requirement resolution, inventory management, call center supervision. 8% del corrective maintenance cost by tracking service warranties 15% maintenance cost reduction on delivery fleets by analyzing distribution channels 17% service improvement by auditing suppliers and using specialized vendors 40% increase on service effectiveness implementing a reporting system and data analysis. 20% cost savings by negotiating prices

30% increase on CSI by reducing delivery time for clients cars and the development of a quality system 15% diminution on complaints and improvement on service affectivity 25% increase on spare parts an accessories sales

Development of the procurement process, administration, development and evaluation of suppliers, development and mapping of processes, implementation of the quality management system, monitoring audits and training of personnel in the quality management system. I reduced from 3 weeks to 4 days of response time per shopping system development I implemented JIT for the purchase of direct and indirect materials and development, selection and evaluation of suppliers I increased 20% of productivity through project for certification of ISO 9001: 2000 I was Certified Lead Auditor for the ISO 9001: 2000 standard to maintain the operation of the quality system Decrease in 40% of losses and use of resources in a 30% by development of procedures I was the leader for the QMA project, for the reduction of customer complaints and improvements in the effectiveness of the service Reduced 30% of equipment failures through training for administrative and operational staff Reduced 20% of operating costs through negotiation with suppliers.

Development, selection and evaluation of suppliers, budget planning, certified auditor for the ISO 9001: 2000 standard, maintaining quality system operation, Lay Out design, special tools, racks, project management, coordination of department activities maintenance, development and selection of new materials, design of maintenance logs for equipment, development of back up for critical equipment. Eliminated unnecessary line breaks and defects in the units through the planning of tools and materials for the launch of new models. Reduced 17% of costs through development of new suppliers, new materials and negotiation of prices. I controlled the inventory of the materials most used in the assembly line. Eliminated failures in process by teams in poor conditions, and need of corrective campaigns Developed local suppliers for evaluation of imported materials. Created a centralized warehouse to cover the needs of the plant. Reduced 35% of development costs with warehouse suppliers on consignment. Reduced 20% of operating costs by periodically evaluating business needs Reduced 25% of production times by line balancing to achieve a more continuous flow of materials.

Development of daily management systems DMS, training Development of documentation and processes, certification on SIT 2000