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Resume 2016
- 1. ALVARO G. INFANTE 11520 Hill Meade lane* Woodbridge, VA 22192 * (609) 613-3388* al_infante@msn.com EXCELLENCE IN CX CUSTOMER EXPERIENCE, FORTUNE 500 ACCOUNT ACQUISITION, OPERATIONS MANAGEMENT AND ORGANIZATIONAL DEVELOPMENT & FINANCIAL CONTROL * Strong Core change in Sales and Customer Service process migrating to CX Customer Experience. Improvements in operational efficiencies providing Customer Satisfaction. Rated number one within the industry. Strong relations with the BCO (Beneficiary Cargo Owner), such as Stolt-Nielsen, General Motors, Goodyear, Exxon and Dow. Strong relations with NVOCC customers such K&N, Panalpina, DB Schenker and others. * Management of 13 Countries. Clear understanding of Cultural differences and needs of proper Change Management. * Created a significant competitive advantage providing customer retention as well as market share penetration. Successful cost efficiencies and profitability. * Management business competencies involve front (sales & customer service) and back (supply chain, inventory control, accounting & billing, including human capital management) office process architect leadership; centralization and consolidation contributions delivered millions of dollars annually to the bottom-line since 1999. Knowledge and expertise in North American shipping, legal and commercial applications. * Member of the executive team which transformed a South American ocean-carrier and transportation business into an enterprise with global reach, a fleet of over 120 cargo ships and offices in all continents. * Implemented the strongest data management tool in the market. Used by all the management team allowing huge process improvement with that visibility, flexibility and simplicity. Allowing implement of Variable Compensation in all the NA Region including 13 Countries. That in addition to elaborate strategies and define targets for the Organization to achieve. * Over the last years, recovered profitability after the worst historical crisis in this industry. CAREER HISTORY AGIG Process Improvement Ltd CONSULTING COMMERCIAL PROCESS, Santiago, Chile November 2014 to April 2016 Senior Consultant Scope: Report directly to Corporate General Manager. Review the full Commercial Process and Structure, suggesting improvements and tools to be implemented to control the Process. Investigating the needs and requirements of the Organization requiring multiple interviews, analysis of their current SAP ERP, strong data evaluation and study of potential CRM tools for implementation. Achieve standardization and globalization of the adjusted process. CONSULTING COMMERCIAL DEVELOPMENT, Galveston, TX March April 2014 Senior Consultante,
- 2. ALVARO INFANTE, PAGE 2 Scope: Report directly to Head Quarters. Investigating the potential of growth of the Galveston Terminal. Several interviews with main Customers, principal Vendors and the Galveston Port Authority as well. Confidential report was submitted and recommendation based on the gathered intelligence in the short process assigned. CSAV 1992 2013 CSAV NORTH AMERICA, Iselin, NJ 1995 February 2013 President, USA, Canada, Puerto Rico, Mexico, Central America and all Caribbean Nations (2011 February 2013) Scope: Report directly the Corporate CEO. Manage relations with 9 Countries, direct a 350400 staff and operation generating annual revenues above $.75B. Direct a network of offices in Vancouver, Miami, Houston, Mexico City and San Jose, Costa Rica, with HQ in Iselin, NJ. Generate and administrate a $30MM annual office and staff budget. Accountable for the profitability of the whole Region (RONA). Controls: Senior corporate interface with Fortune 500 clients. Involved in global negotiations with Dry, Reefer and ISO containers. Led the implementation of the SSC (Service Support Center) in Costa Rica, centralizing all the Front Office activities of Central America and the Caribbean. Increased revenue per transaction by 20%. Reduced costs by more than 10%. Major Achievements Globalization of CX Process and Tools Currently starting the Implementation of the SSC process Globally (Solution and Support Center) and Sales Management and control tools P & L -- In last 11 months, managed to turn from accentuated losses to profitability in the Region. 180属 turnaround. Logistics Optimized fleet of containers reducing empty storage of the units. Human Capital Management Optimized efficiencies and created proper KPIs to retain and improve efficiencies. Operations Implemented a better Pricing Registration Tool. Organization Development Restructured Collection Process and improved total Cash Flow. Strategic Thought Leadership Restructured the methodology of Contribution analysis and implemented new KPIs to induce proper Sales techniques aiming at profitability vs. just volumes as in the past. General Manager, USA, Canada & Puerto Rico (20022011) Scope: Through a network of senior executives (CIO, HR VP, SVP Ops, SVP Client Services, SVP Sales and 2 quality control managers), direct a 250300 staff operation generating annual revenues above $.5B. Direct a network of offices in Vancouver, Miami, and Houston, with HQ in Iselin, NJ. Generate and administer a $22MM annual office and staff budget. In charge of the Globalization, Standardization and Implementation of the Pricing Process and tools leading to a projected corporate savings of 50MM per year. Controls: Senior corporate interface with Fortune 500 clients. Led four change management initiatives: implemented the strongest data management tool in the market. Used by all the management team allowing huge process improvement with that visibility; centralized the requisition-to-payment process from eight sites to two; optimized customer service implementing CX Customer Experience, the process of using a telephony solution integrated with a CRM system interfaced with the ERP of the Region; and, enhanced business development by restructuring the sales force. Implementation of Variable Compensation Salary Structures, inducing aligned behavior among Customers, Company and Employees. 2
- 3. ALVARO INFANTE, PAGE 3 Major Achievements Organization Development Obtained a huge competitive advantage implementing CX Process. Restructured sales and generated a number of sales tools including brochures and web portals. Researched, selected and quality controlled implementation of and CRM solution featuring leading-edge customer self-serve and agent identification comp phony (5th generation telephony) modules to reduce back office costs by 30%, a $7.5MM+ value. P & L -- In last three years, doubled revenues and profits while initiating and implementing labor consolidation, work centralization and automation solutions; result: reduced general and administrative costs by close to 40%, an $8MM annual value at very conservative estimates. Supply Chain Developed a new process to improve transshipment. Establish a new technic for negotiations with operational and logistic suppliers Dead Heading Human Capital Management -- Led change in company culture to dramatically improve employee satisfaction, reflected in much higher staff retention rates and continued productivity improvements significantly ahead of predecessor. Personally recruited half of the current executive team. Operations -- Developed processes to ensure documentation/invoicing integrity -- brought in process improvement team, generated SOP manuals and trained and cross-trained staff. Member of the technology planning executive committee road-mapping the upgrade from an IBM AS400 customized ERP application to an Oracle platform. Globalization of Processes and Tools Leading the implementation of standardized processes and tools on Pricing Functions. Using and implementing QlikView tools to Develop Strategies, applying controls and discovering areas of Process Improvement. Covering the quotation, registration and automatizing of transaction worldwide. Estimated benefits exceeding 150MM worldwide. Strategic Thought Leadership -- Formed a process improvement department, articulated standards & workloads and headed implementation of a KPI [recording system to monitor staff performance. Developed a market segmented branding strategy to deal with newly acquired vessels and routes. Currently manage marketing, bookings, billings and logistics for four brands, each with several fleets serving various global markets. Senior Vice President, Sales (19992002) Scope: Mandated to expand global sales. Controls: Through a team of 8 regional managers, directed 50 sales reps booking thousands of vessel loads per week. Personally managed pricing. Led strategic cost management, executive liaison with major global accounts, and developed and integrated new service models in support of new and expanded revenue opportunities. For example, using strategic partners, acquired subsidiaries or agents, offered door-to-door options in addition to port-to-port services and dramatically expanded revenues. Major Achievements Bottom-Line -- Doubled sales in two years (from $200MM to $400MM) and surpassed optimistic annual sales & profitability targets; achieved by target marketing and securing key accounts. Account Acquisition and Service -- Personally drove major business commitment increases with a prestigious account base including Exxon, Heineken, Weyerhaeuser and major automotive manufacturers. Developed the General Motors account and manage a portfolio of major accounts including UPS and Nestle. 3
- 4. ALVARO INFANTE, PAGE 4 Operations -- Re-structured the Sales Department and consolidated transaction management functions to deliver multi-million dollar annual cost savings within one year of initial technology investments. Recruited over 20 sales representatives. Vice President, Product (19951999) Bottom-Line--As P&L leader, started up and grew a $90MM+ revenue stream in two years. Personally drove profitability increases valued at over $5MM on revenue increases worth $13.5MM; achieved largely by fine-tuning pricing. CSAV, Santiago, Chile 1992 1994 Sales Manager, North America Trades (19931994) Sales Manager, European Trades (19921993) Sales Associate, European Trades (1992) ICN, Houston TX 1990 1992 Sales Coordinator EDUCATION Double Bachelors Degree in International Economics and International Trade (1990), Texas Technical University, Lubbock. PROFESSIONAL DEVELOPMENT Recent Additional Training: Wharton School of Business - Supply Chain Management Harvard University - Implementing Successful Organizational Change Rutgers University - Advanced Leadership Training Cambridge University - Negotiation for Senior Executives Columbia University - Finance and Accounting for the Nonfinancial Executive. Industry Contribution: Participant in numerous trade facilitation forums including the West and East Coast South America agreements (for ocean carrier rates). 4