Integrated a multi-disciplinary team that executed an international project in a steelmaking facility in Ukraine, performing a comprehensive maintenance assessment.
Critically analyzed the organization of the Maintenance Department and its impact in the overall plant performance, proposing actions for improving labour management, planned maintenance effectiveness and vendor selection.
Studied current industrial management control model and metrics, providing feedback, and highlighting improvement opportunities based on industry best practices.
Offered recommendations for reducing maintenance costs, improving equipment reliability, and optimizing energy consumption.

Proactively managed inbound logistics of all imports from the different plants worldwide, ensuring compliance with delivery dates and standard logistics cost.
Leveraged GPS and integrated company IT applications, successfully digitizing, tracking, and monitoring large supply deliveries from storage to remote sites, ensuring overall smooth operations.
Reduced annual container demurrage and storage cost at ports by 60% through Problem Solving (Continuous Improvement methodologies), systematic monitoring and follow up of logistics units.
Improved transparency, simplified management control, and reduced logistics cost, by designing and implementing a new cost model in SAP.
Demonstrated problem solving skills and maintained an important vendor relationship through a difficult dispute by analyzing historical data, information, and facts, and finally visiting the vendor on-site to negotiate a win-win solution.

Coordinating a cross-disciplinary team, led regional annual budgeting process and monthly results review for the entire operation.
Through market intelligence and data analytics, developed a financial model and conducted a detailed profitability analysis of the Calgary plant, to support decision making during the 2015 oil crisis.
Achieved 40% fixed cost savings by critically analyzing all departmental activities, implementing re-organizational action plan, and taking advantage of synergies with company global teams.
Proactively led regional fixed expenses zero-based project, aligning cost to the new revenue levels during 2015 oil crisis, reaching targeted ratios for the year.
Learned and utilized MS Power BI to develop a methodology and complete dashboard to monitor main components of the working capital (stocks and account receivables), which supported identifying inefficiencies and reaching targeted levels.

Successfully executed the global Continuous Improvement (CI) project in the 3 plants in Canada, selected all team leaders and conducted training in CI methodologies.
Managed improvement opportunities portfolio, including identification, prioritization, selection and project launches; facilitated CI team meetings and maintained IT systems up to date.
Working with CI teams, achieved 41 problems solved, with estimated benefit of 6.8 US$ Mill per year, receiving recognition for exceeding annual targets in 2012.
As project manager for the comprehensive assessment and action plan implementation in the seamless tubes plant; planned, scheduled, and tracked milestones, meeting implementation deadlines and achieving targeted efficiency improvements.

Leveraged strong technical writing, created new operational procedures for all critical positions of the plant, with the involvement and contribution of the experts in each position.
Used the data collected and stored at different points of the production process, designed and implemented a detailed control panel in MS Access to monitor daily plant performance.
Developed and implemented, together with the HR Department, a performance incentive bonus for plant personnel, as function of safety, quality, and efficiency metrics.
Through strong commitment and work ethics, achieved annual production record in 2010 and outperformed very challenging standard KPIs and standard product cost.

Successfully led and implemented the industrial management control project in Canada, which involved interviewing, hiring, and training of all team members, installing related IT applications, and developing a routine (annual budgeting, monthly reviews, and periodic reporting).
Following change management process, contributed to the task force that developed and executed a 90-day-plan for the merge of 2 acquired companies (Maverick in 2006 and Hydril in 2007).
Contributed to the investment selection and prioritization by performing economic feasibility analysis to all proposed initiatives in the investment portfolio.
Partnered with critical stakeholders and contributed to the sustained production growth in Tenaris Canada from 2005 (120 Th Ton) to 2009 (240 Th Ton) from the industrial process improvement role.