About
Executive, technologist and professor. The short version of a long career.
When I was a boy, my parents helped me buy a TRS-80 Pocket Computer. I taught myself BASIC on it, and I have used computers as a working tool through every stage of my career since.
That habit shaped how I work. I have led large operations, and in each one I designed or rebuilt the systems underneath. Today I teach Artificial Intelligence in Finance in master’s and doctoral programs at Universidad Anáhuac, advise owners and boards through Alonso Carriles & Co., and still write production code.
The cases below show the pattern. Each one names the problem, what I did and what changed. Company names and figures stay out on purpose. The full employment record lives on my LinkedIn profile.
Business cases
Starting up a manufacturing plant
Situation. A global consumer-goods company was opening a new paper plant in Mexico City. Its new production lines needed a unionized workforce hired, trained and ready on the startup date.
What I did. I designed the recruitment and selection process and ran the training program for the technicians. Later, on the plant leadership team, I negotiated the collective contract with the union and introduced a pay system tied to a high-performance work model.
What changed. The lines started on schedule with unusually low turnover. The pay system supported high line reliability and a zero-accident culture on the floor.
Technology integration for multinational clients
Situation. Global banks, automakers and a national energy company needed information systems that their own people would actually adopt.
What I did. As partner and general manager of a technology integrator, I led the projects end to end, from scoping through rollout, and built the relationships with the major technology distributors.
What changed. Clients kept coming back for the next project, and the firm earned repeated sales awards from its distributors. I learned what separates a system people use from one they work around.
Redesigning a national operation
Situation. A nationwide public operation ran the same work differently in every region, with no common standard or measure.
What I did. I designed a Lean and Six Sigma operating model that standardized the work, set measures for every stage and tied suppliers to performance.
What changed. The United Nations and the Organization of American States documented the model as a reference for other countries.
Taking a large operation paperless
Situation. The same operation ran on paper files and disconnected systems, which slowed every decision.
What I did. I led the Oracle ERP program, then built the indicator set and the business intelligence dashboard that managers used every day.
What changed. The program launched on plan and the operation became fully paperless. Decisions moved from monthly reports to daily data.
Opening a regional operations center
Situation. Operations in the northeast of the country depended on facilities that were costly and short of space.
What I did. I planned the new operations center from site selection through startup, and set its logistics strategy with Hoshin Kanri.
What changed. Storage costs fell sharply and regional capacity grew, with the center running at startup as designed.
Deploying strategy across a group of institutions
Situation. A group of companies and financial institutions lacked a common way to plan and supervise.
What I did. I introduced Hoshin Kanri planning across the group, backed by a supervision and audit method based on Sarbanes-Oxley.
What changed. Each institution planned against shared objectives and reported against the same controls.
Running the control environment of a listed lender
Situation. A listed Mexican financial institution needed its compliance, anti-money-laundering and operational risk functions under one owner.
What I did. As Director of Compliance I owned the policies, the procedures and the reporting obligations to the financial authorities, across origination and servicing.
What changed. The institution met its regulatory obligations with a control environment that management could see and test.
Building the platform an asset manager runs on
Situation. An asset manager produced client statements by hand from a portfolio platform that nobody could query directly.
What I did. I wrote the Python jobs that pull the platform data through its APIs every night into Azure SQL, and built the Power BI dashboard the CFO manages from, with a reference manual for the team.
What changed. Client statements now run from one database, unattended, and the client operates the whole system without me.
Education
Ph.D. in Strategic Management and Development Policy, Universidad Anáhuac. MBA, IPADE Business School. Industrial and Systems Engineering, Tecnológico de Monterrey, with honors.