Self-reported as: “I can work in English”

Skills & tools

About

Work preferences

Job type

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, Human Resources & Recruitment, Manufacturing, Marketing & Advertising

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 traceable and measurable results in my management. Experienced in talent management, occupational safety and health, procurement, and maintenance. Proven record of improving processes and talent development initiatives. …

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 within the pharmaceutical, cosmetics, and 3PL logistics sectors, including Life (pharmaceutical manufacturing), Grupo L’Oréal…

3. Customer Service · Grupo Adipharm Express S.A

   Sep 2010 — Jun 2014

   Responsible for daily communication and operational coordination of 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. Bachelor of Arts · Universidad San Francisco de Quito

   2011
   · Marketing
2. English as a second language · Universidad San Francisco de Quito

   2005
3. Technical Degree · Unknown

   2012
   · Occupational Safety and Health
4. Professional Degree · Unknown

   2024
   · Barista

Achievements

• Developed and presented a comprehensive talent management plan, resulting in a 25% increase in budget allocation for labor productivity studies.
• Negotiated with staff to replace underperforming labor with high-potential talent, reducing overtime by 30% and extraordinary days.
• Presented study findings to the board of directors, achieving an additional 20% budget allocation for the replacement of administrative and operational roles.
• Achieved 14% annual savings compared to previous years through targeted cuts, renegotiations with suppliers on volume/loyalty rates, larger credits, and application of guarantees (credit and guarantee updates), as well as restructuring of the company's purchasing policy.
• Increased total annual revenue by 25% by directing efforts towards optimizing operational efficiency through staff reduction, creation and modification of temporary work teams, and fully utilized work shifts, adapting resources to seasonal demand and specific client needs.
• Reduced operational costs by 15% by optimizing resource allocation in the warehouse and adjusting shift structures to eliminate unnecessary overtime and extraordinary days.
• Increased inventory accuracy by 3% through the fixed implementation of weekly segmented line inventories (cycle counts, high-rotation lines) in FIFO/FEFO warehouses, also adapting them to chaotic storage for non-pharmaceutical products.
• Reduced errors in picking and deliveries by 13% through the update of Standard Operating Procedures (SOPs), which placed greater emphasis on reinforcing review filters, focused training of key personnel, and improving the job profile of those in charge of this entire line. Similarly, implemented tracking systems with clearly established filters and controls post-dispatch with personnel of the same characteristics.
• Implemented ERP Chrystal technology, facilitating warehouse visibility, inventory, and planning, streamlining demand for preparation/invoicing in the Pharma line. Resulted in a 20% improvement in product traceability response time, in addition to contributing to efficiency in this supply chain (added value).
• Increased cosmetic operational capacity in the warehouse by 18% through the integration of new service lines (e-commerce for cosmetics) without increasing costs, optimizing resources, and maximizing productivity during peak season.
• Met annual budgets from 90% to 100%, with quarterly reviews (profit and loss statements) and strategic adjustments in the operational structure, exceeding the expected 10% of my annual revenue forecast in certain years.
• Reduced overtime by 20% through planning and subsequent restructuring of the workday, creating adjusted work shifts according to each production area, personnel profile, and also in line with projected seasonal demand (historical + growth projections).
• Coordinated the implementation of Good Storage, Distribution, and Transport Practices (GSDTP) regulations (control entity ARCSA). Managed joint work with quality control and assurance departments, achieving a 100% compliance rate in audits (resolution of all non-conformities) in internal, external, insurer, and Fire Department audits. Concluding with client satisfaction and requirements.