Alberto Sánchez E.
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Alberto Sánchez E.
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6:7
Integrated KPI's Dashboard and Digital Product Development
• Effectively led the BA & Product Owner functions for a US-based automotive company's Digital Product Development project.
• Pioneered the E2E Reporting Harmonization by assessing the existing scenario, formulating digital product definition, and orchestrating a comprehensive work breakdown structure (WBS).
• Successfully led the development and implementation of the product, managing a project scope of over 1,500 reporting requirements.
60% - 75% enhanced operational efficiency
Optimized product delivery through Work Breakdown Structures (WBS) and agile lifecycle management, reducing product delivery time by 20% and cutting change requests by 15%, saving USD$500K annually in rework costs
Global Process Standardization
• Conducted leadership to a comprehensive analysis of end-to-end workflow chains and aligned them with global implementation strategies in CAR-T health service operating models.
• Standardized milestones to derive valuable data and interface insights, significantly enhancing system architecture.
• Assessed the current state (As-Is) and proposed a visionary roadmap to the desired state (To-Be), identifying critical insights, potential gaps, and risks.
USD$500M Business Line Value
Standardized processes allowed the business to expand their offering in North & South America, Europe and Asia-Pacific
Global Knowledge Transfer Strategy
• Strategized and led change management for the successful roll-out of SAP S/4 HANA and concurrent IT initiatives across 32 countries in Northern America, Europe, Asia, and Oceania.
• Impacted positively end-to-end value chains across finance, operations, and customer service, demonstrating a deep understanding of business processes and needs.
• Influenced and facilitated the transition of more than 6,000 employees globally to new processes and tools, showcasing effective decision-making and strategic thinking.
85% of boosting adoption & 8/10 employee satisfaction
Business could maintain ongoing activities with improved performance, reduced operative errors, and a positive ROI after Go-Live.
Operational Improvements Due to Streamlining and Automating Processes
● Managed budgeting CAPEX and OPEX of a USD$10M base infrastructure and service operations.
● Controlled human and material resources for optimal service and transport operations, increasing efficiency 40%, improving margins 45% and customer satisfaction up to 80%.
● Oversaw internal and external audits, ensuring compliance and quality assurance.
● Implemented strategic process optimization, reducing 55% in
operational costs, due to streamlining and automating processes.
165,000 SKU's managed
With optimized processes and improved margins, the business could create a new business line worth over USD$200K