Skills & tools

About

Work preferences

Job type

Consulting, Freelance / Independent, Full-time, Part-time

Company size / type

Early-stage startup (0-20), Growth-stage startup (21-200), Large/multinational (200+), Nonprofit / NGO, Social/Environmental Impact Company

Culture

Growth-stage startup (21-200), Large Company

Industries

Health & Telemedicine, Manufacturing

Hours

EST business hours

Salary context

Reference numbers based on US PyME hiring data; candidate value self-reported and parsed from the application form.

Work experience

1. Administrative Manager · Grupo Adipharm Express S.A

   Aug 2020 — Jun 2024

   Administrative leader with verifiable traceability in management. Experience in talent management, occupational safety and health procurement, acquisitions, and maintenance management. Proven record of process improvement and talent development…

2. Operations Manager · Grupo Adipharm Express S.A

   Jul 2014 — Jul 2020

   Responsible for comprehensive strategic and operational management for high-profile clients in the Ecuadorian market across pharmaceutical, cosmetic, and Third-party logistics sectors, including Life (pharmaceutical manufacturer), L’Oréal Group…

3. Customer Service · Grupo Adipharm Express S.A

   Sep 2010 — Jun 2014

   In charge of daily operational communication and coordination for key accounts in the pharmaceutical, cosmetic, and mass consumption sectors, ensuring optimal execution of logistics and packaging processes for major clients. - Managed daily…

Education

1. BA · Universidad San Francisco de Quito

   2011
   · Marketing
2. English as a Second Language · Universidad San Francisco de Quito

   2005
3. Technician · Occupational Health and Safety Technician

   2012
4. Certification · Professional Barista Certification

   2024

Achievements

• Developed and presented a comprehensive talent management plan, resulting in a 25% increase in the Budget allocation for labor productivity studies.
• Negotiated staff replacement on the low-performing labor with high potential talent, reducing overtime by 30% as well as cuts on extraordinary working days.
• Presented study findings to the board, securing an additional 20% budget allocation for replacing administrative and operational roles.
• Achieved 14% annual savings compared to previous years through targeted cuts, renegotiations with suppliers based on loyalty/purchases volume, larger credits and applying warranties (credit and warranty updates), along with restructuring the acquisition policy itself.
• Increased annual revenue by 25% by optimizing operational efficiency through workforce reduction, creating and modifying temporary work teams, and maximizing work shifts to meet seasonal demands and specific client needs.
• Reduced operational costs by 15% by optimizing resource allocation in warehouses and adjusting shift structures to eliminate unnecessary overtime and extraordinary days.
• Improved inventory accuracy by 3% through fixed weekly segmented inventory counts (cyclical, high-rotation lines) in warehouses using FIFO/FEFO management, and adapted to chaotic storage for non-pharmaceutical products.
• Reduced preparation and delivery errors by 13% by updating Standard Operating Procedures (SOPs) to reinforce review filters, providing focused training for key personnel, and enhancing the job profile of those responsible for this line. Implemented tracking systems with clearly established post-dispatch filters and controls with similarly qualified personnel.
• Implemented ERP Chrystal technology to enhance warehouse visibility, inventory management, and planning, streamlining preparation/billing demands in the Pharma sector. This resulted in a 20% improvement in product traceability response time and contributed to supply chain efficiency (value added).
• Increased operational capacity for cosmetics in the warehouse by 18% by integrating new service lines (e-commerce for cosmetics) without cost increases, optimizing resources, and maximizing productivity during peak seasons.
• Achieved annual budget compliance from 90% to 100%, with quarterly reviews (income statements) and strategic adjustments in operational structure, exceeding forecasted annual revenue by 10% in some years.
• Reduced overtime by 20% through planning and restructuring work schedules, creating shifts aligned with production areas, personnel profiles, and seasonal demand projections (historical + growth projections).
• Coordinated the implementation of Good Storage, Distribution, and Transportation Practices (GSP-GDP) regulations (ARCSA regulatory body). Managed collaboration with quality control and assurance departments, achieving a 100% compliance rate in audits (resolving all non-conformities) for internal, external, insurance, and fire department audits, thus meeting customer satisfaction and requirements.