FORMAL EDUCATION

Year: **** Project Manager (PMI)

Córdoba - Argentina Universidad Empresarial Siglo 21 - PMI

Year: 2002 Business Management Specialist

Córdoba - Argentina Universidad Tecnológica Nacional de Córdoba

Year: 1993 Civil Engineer (PRN: 3503)

Córdoba - Argentina Universidad Nacional de Córdoba

Year: 1983 High School. Oriented to Physics and Mathematics

Córdoba - Argentina Escuela Normal de Profesores Alejandro Carbó

CERTIFICATIONS

CIVIL ENGINEER: from 1994 – PRN 3503

ENVIRONMENTAL CONSULTANT: from 2016 – PRN 778

WORK SUMMARY

Company: CELLTREX S.A.

Position: ASSOCIATED PROJECT MANAGER: from 1/10/2014 – Present

Company: IC CONSTRUCCIONES SRL

Position: ASSOCIATED PROJECT MANAGER: from 1/12/2005 – 30/9/2014

Company: CTI SA (AMX today)

Position: PROJECT LEADER: from 1/12/2004 – 30/9/2005

Position: PROJECT AND CONTROL MANAGER: from 1/1/1999 – 30/11/2004

Position: INFRASTRUCTURE CHIEF: from 1/7/1998 – 31/12/1998

Position: INFRASTRUCTURE SUPERVISOR: from 1/9/1996 – 30/6/1998

Position: LOGISTICS SUPERVISOR: from 1/7/1995 – 30/8/1996

Position: LOGISTICS COORDINATOR: from 1/11/1994 – 30/6/1995

Company: HIDROCONST SA

Position: PROJECT COORDINATOR: from 17/8/1993 – 30/10/1994

Company: EDIFICADORA ROVAL SRL

Position: PROJECT ANALYST: from 12/12/1991 – 4/5/1993

REFERENCES

COURSES

Year: 2015 The Power of Macroeconomics

Córdoba - Argentina University of California, Irvine (eLearning)

Year: 2015 Fundamentals of Global Energy Business

Córdoba - Argentina University of Colorado (eLearning)

Year: 2013 Introduction to Corporate Finance

Córdoba - Argentina University of Pennsylvania (eLearning)

Year: 2004 Negotiation Techniques

Buenos Aires - Argentina Ingouville & Nelson

Year: 2000 Project Management

Buenos Aires - Argentina University of California - Berkeley

Year: 1998 Company Wide Problem Solving (CWPS)

Nagoya - Japón AOTS

Year: 1998 SAP R3 – Purchase Module

Buenos Aires - Argentina SAP

Year: 1993 Waterproofing Symposium

Córdoba - Argentina Instituto Argentino de Impermeabilización

Year: 1993 Communications in Company

Córdoba - Argentina Profesionales Interdisciplinarios Asociados

Year: 1991 Asbestos Cement Roofs

Córdoba - Argentina Flores y Aimaretti

Year: 1991 Asbestos Cement Pipes

Córdoba - Argentina Flores y Aimaretti

Year: 1990 Pathology in Concrete

Córdoba - Argentina CIPET

Year: 1990 Pathology in Walls and Foundations

Córdoba - Argentina CIPET

Year: 1990 Electrical Installations in Buildings

Córdoba - Argentina CIPET

Year: 1989 Nondestructive Testing in Concrete

Córdoba - Argentina Asociación Argentina de Tecnología del Hormigón

Year: 1988 Nuclear Energy in Argentina

Córdoba - Argentina Comisión Nacional de Energía Atómica

LENGUAGES

Spanish: Native

Italian: Basic

English: Advanced

French: Basic

Japanese: Basic

OTHER SKILLS

MS Windows

Autocad

Software development with Databases (Access, SQL, Visual .Net, Windev).

SketchUp

MS Office: Word, Excel, PowerPoint, Outlook, Access

SAP R3

MS Project

Adobe After Effects

SPORTS AND HOBBIES

Karate-do: 2nd Dan degree

Golf: HCP 16

Chess: 2nd degree

Piano: Student

Boating activity: Timonel degree (quartermaster)

Reading

WORKING ACTIVITY

Company: CELLTREX S.A.

Position: ASSOCIATED PROJECT MANAGER: from 1/10/2014 – Present

Achievements:

All projects are developed simultaneously throughout the Year.

Balance Scorecard and project management application, made in Windev and Access databases.

7 sites adaptations.

28 new sites.

26 MW links.

28 installed and integrated RF equipment.

5 clean ups in sites with structures.

Description of Responsibilities:

Project Charter: in every case, I request the final allocation of the project by the customer.

Scope: with the objectives and constraints defined by the customer, I contract the relevant surveys and studies to develop the specifications that allow developing the project scope and definition of the Deliverable.

Project Planning: I develop the WBS, the detailed tasks, schedule, resource allocation and procurement system for materials, labor and equipment.

Cost Management: I determine the preliminary cost of projects by comparison with previous similar projects. Then, I determine the final cost of projects for units of measurement. Then I define the final budget by adding to these values risk costs, quality cost and Contingency Reserve. By using an array of approvals, I request the economic and financial approval.

Risk Analysis: I determine possible events that can arise during projects, assessing the probability of occurrence and impact. With this data, I applied processes to eliminate or minimize risks. In every case, I developed an alternative plan.

Quality Management: I elaborate and control parameters to be used for quality control of the Deliverables.

Communications Management: I define and design the reports to be sent to the various stakeholders in each project.

Closing Management: As projects progress, I control the deliverables documentation to request the relevant certificates and projects closure.

Company: IC CONSTRUCCIONES SRL

Position: ASSOCIATED PROJECT MANAGER: from 1/12/2005 – 30/9/2014

Achievements:

All projects are developed simultaneously throughout the period.

Balance Scorecard and project management application, developed in Visual Basic .Net, Access and SQL Server databases.

Design and construction of two major facilities of CLARO cellular network. The first in the city of San Rafael de Mendoza and the second in the city of Bariloche. These plants are known by the name of ECP and are the brain of the cellular network. Each of these facilities has a nave to accommodate equipment and office sector. The total of each of these facilities covered area is 450 m2. These facilities have the services of electricity, water and sewer.

Design and construction of the main CLARO CAC (customer service center) in Argentina that was built in Buenos Aires. This is a shop for customer service of 700 m2. I should carry out the project, obtaining approvals of the relevant authorities and finishing the project in a record time of three months as it was done.

320 sites adaptations.

134 new sites with structures from of 30 m to 110 m high.

83 microwave links.

54 installed and integrated RF equipment.

37 clean ups in sites with structures.

Description of Responsibilities:

Project Charter: in every case, I requested the final allocation of the project by the customer.

Scope: with the objectives and constraints defined by the customer, I contracted the relevant surveys and studies to develop the specifications that allow developing the project scope and definition of the Deliverable.

Project Planning: I developed the WBS, the detailed tasks, schedule, resource allocation and procurement system for materials, labor and equipment.

Cost Management: I determined the preliminary cost of projects by comparison with previous similar projects. Then, I determined the final cost of projects for units of measurement. Then I defined the final budget by adding to these values risk costs, quality cost and Contingency Reserve. By using an array of approvals, I requested the economic and financial approval.

Risk Analysis: I determined possible events that can arise during projects, assessing the probability of occurrence and impact. With this data, I applied processes to eliminate or minimize risks. In every case, I developed an alternative plan.

Quality Management: I elaborated and control parameters to be used for quality control of the Deliverables.

Communications Management: I defined and designed the reports to be sent to the various stakeholders in each project.

Closing Management: As projects progressed, I controlled the deliverables documentation to request the relevant certificates and projects closure.

Company: CTI SA (AMX)

Position: PROJECT AND CONTROL MANAGERGER: from 1/1/1999 – 30/09/2005

Achievements:

Project Budget Control: with a similar method as Earned Value method, I managed an annual budget of U$S 300,000,000. The deviations were visualized with enough time to react and make proper decisions.

Description of Responsibilities:

Scope: I consolidated investment budgets from various departments every year. With my people and in coordination with Finance area, I managed the load of the approved budget in SAP system, becoming this the new base budget.

Project Planning: I consolidated the expected projects cash flows of each department, thus conforming the overall cash flow of Technology area. I offered support to project leaders on planning and the allocation of resources.

Risk Analysis: I determined possible events that can arise during projects, assessing the probability of occurrence and impact. With this data, I applied processes to eliminate or minimize risks. In every case, I developed an alternative plan working together with Project Leaders.

Budget Management: I verified the existence of budget deviations at Technology area. When a deviation was detected, I analyzed with the Project Leader its causes and ways to prevent their recurrence or to minimize the effects in the future.

Communications Management: I defined and designed the reports to be sent to the various stakeholders in each project.

Closing management: As projects progressed, I controlled the deliverables documentation to request the relevant certificates and projects closure.

Achievements:

CTI S.A. Corporate Building Project: I was in charge of carrying out the project for the new corporate headquarters of the company in Córdoba, nucleating all people who at that time were distributed between Buenos Aires and Córdoba in four different buildings. While I relieved the needs of each area, the company acquired a property with an existing four-story structure that had belonged to a hospital and was now abandoned. When the draft was developed, I proceeded to perform a comparison of prices for hiring the company that would develop the project in detail. I defined the final construction budget and schedule.

Description of Responsibilities:

Scope: with the objectives and constraints defined by the President of the company, I developed the scope of the project and defined the Deliverable.

Project Planning: I developed the WBS, the tasks detail, schedule and resource allocation.

Procurement Management: I defined the recruitment system of each of the tasks to be performed on the project. I defined the method of selection of each contractor.

Cost Management: Determine the preliminary cost of the project compared with similar projects. With all the above, I applied for a tender price for the development of the technical project.

Achievements:

Costs and projects control panel with databases: after the implementation of SAP, in 1999 I Implemented two computer systems that cover aspects not covered by SAP. A budgets and projects dashboard was developed by me with Visual Basic and databases in Access. The other application had the objective to manage the documentation and its workflow. It was developed by a hired company and held in a web environment .

Position: INFRASTRUCTURE CHIEF: from 1/7/1998 – 31/12/1998

Achievements and Description of Responsibilities:

During this short period, I continued with all the responsibilities that were usually developed in my department. I was responsible for running about 300 new sites and 400 sites adaptations per year and simultaneously.

SAP Key user on projects in the area of Technology: the company began implementing SAP throughout the company in 1998. I was in charge of the implementation in the area of Technology. It lasted all year long. During that period, I redefined processes in the projects areas, network maintenance, logistics and asset management. New procedures were performed and employees were trained in the use of new management system. The next year, I kept on supporting the new management.

Position: INFRASTRUCTURE SUPERVISOR: from 1/9/1996 – 30/6/1998

Achievements and Description of Responsibilities:

Projects Budget Optimization: when I started in the management of infrastructure, the design of buildings was standard. For each type of structure, the same foundation was performed. The company always built the same slab for equipment and structures with large load capacity that was rarely required were mounted. Buildings cost was very high. I began to resize the slabs lowering the cost by half. I implemented a new procedure where you should make a study of soils and dimensioning the foundation of the structure for each site. These new costs were covered by the important savings generated in the design of foundations. I defined two structures types. One with low load capacity and another with high load capacity. With all of this, we could get a lower total cost by 30%.

General Technical Specifications: with slab resizing, the General Technical Specifications manual was born, covering all possible aspects of a building. In that way we could control the quality of the tasks with less subjectivity and easily. This updated document still is in use.

Budget control system for civil projects: I implemented an application for budget controlling with Access.

Design and construction of the first central building of the network, ECP Rosario: the most important network sites were called ECPs. An ECP contained a lot of equipment that were installed in containers. The company decided to build a facility to house all equipment and accompanied by an office building. So I developed the first ECP facilities in the city of Rosario. The project was done in time.

Benchmarking of structures in US factories: until 1997 only self-supporting structures and braced masts type were used. I developed a market study for the incorporation of monopole structures, visiting factories in Argentina and USA. Even a German factory offered their products. Finally, the new type of structures for facilities in cities with less visual impact and low load capacity was adopted.

Position: LOGISTICS SUPERVISOR: from 1/7/1995 – 30/8/1996

Achievements and Description of Responsibilities:

Responsible for the management of spare parts for CTI cellular network: I was in charge of receiving new parts requirements by those responsible for each radio base. Verification of the existence of replacements. Send replacements to the appropriate place. Control of warrants. Management repair of defective parts that were out of warrants. Purchasing of new spare parts. Development of a database system for managing spare parts management. Responsible for managing the service of power generators in operation at network sites. In this effort, I received from the cell owners of the radio base their requirements about fuel, repair and power generators change. I was also responsible for the purchase of new equipment to replace defective ones.

Responsible for the management of materials used in the construction of new sites, such as towers, masts, lights systems, lightning systems, cables, ice bridges, copper plates and grounding kits.

I carried out the inventory of materials under my responsibility. I continued replicating the improvements achieved with the spare parts but now applied to materials for new sites. I took 2 new employees for spare parts management. I made a manual procedures for materials management.

Position: LOGISTICS COORDINATOR: from 1/11/1994 – 30/6/1995

Achievements and Description of Responsibilities:

Responsible for the management of spare parts for CTI cellular network: I was in charge of receiving new parts requirements by those responsible for each radio base. Verification of the existence of replacements. Send replacements to the appropriate place. Verification status of guarantees. Management repair of defective parts that were out of warrants. Purchasing of new spare parts. Development of a database system for managing spare parts management. Responsible for managing the service of power generators in operation at network sites. In this effort, I received from the cell owners of the radio base their requirements about fuel, repair and power generators change. I was also responsible for the purchase of new equipment to replace defective ones.

When I arrived at the company, spare parts management was difficult to handle. First, the company came from a quick start and initial velocity for the development of the network produced a significant disorder and lack of control in relation to materials and processes. Second, the major suppliers were from different countries: from Harris, France; AT&T and Motorola, USA; Nokia, Finland; Mass, Australia. All of them with different procedures. Each employee and vendor used different processes to meet their responsibilities. The network grew and spare parts requirements were increasing and creating major problems in the quality of network service.

In this situation, I began taking an inventory of existing parts. I redefined processes and developed procedures for managing spare parts with a common application for requirements used over the whole country. The requirements were compared automatically with the existing stock. A list of deliveries and a list of parts to be purchased were generated. Statistically, I determined the rotation of each spare part and that data organized the amounts required to be purchased.

The Warehouse was relocated. At that time, I participated in the adoption of the new location and design of new facilities for the management of spare parts. Later, I managed the purchase and installation of new storage elements for spare parts and the subsequent relocation in the new Warehouse.

Company: HIDROCONST S.A.

Position: PROJECT COORDINATOR: from 17/8/1993 – 30/10/1994

Achievements and Description of Responsibilities:

Metric computing, budgeting and scheduling of CORDOBA TECHNICAL VEHICULAR INSPECTION FACILITIES, which has a covered structure of 2800 m2 with 4000 m2 of concrete surfaces for vehicular traffic and parking. It also has clean water services, gas, sewer and electricity. Structural calculation and dimensioning of office building and entrance structure at CORDOBA TECHNICAL VEHICULAR INSPECTION FACILITIES. Metric computing, budgeting and scheduling of BUENOS AIRES TECHNICAL VEHICULAR INSPECTION FACILITIES, which has a covered structure of 3300 m2. Survey of the WATER DISTRIBUTION NETWORK of RIO CUARTO city. Computer simulation of the new WATER DISTRIBUTION NETWORK of RIO CUARTO city.

Metric computing in detail by item of project. Budgeting for labor, materials and equipment for each item. Price analysis for determining the amount of each material required for each item and for general project. Work schedule using the critical path method (CPM). Survey of existing buildings and determination of work to be done for their operation. IT support for project management. Certification work. Preparation of tender documentation. Representation of the company on developmental projects in partnership with other companies. Structures calculation. Simulation of infrastructure networks as water supply network.

Company: EDIFICADORA ROVAL SRL

Position: PROJECT ANALYST: from 12/12/1991 – 4/5/1993

Achievements and Description of Responsibilities:

Metric computing in detail by item of project. Budgeting for labor, materials and equipment for each item. Price analysis for determining the amount of each material required for each item and for general project. Work schedule using the critical path method (CPM). Survey of existing buildings and determination of work to be done for their operation. IT support for project management and accounting of the company.

Metric computing, budgeting and scheduling of ALTA VISTA building, a tower about 12 stories high. Metric computing, budgeting and scheduling of OCAMPO building, a tower about 7 stories high. Metric computing, budgeting and scheduling of SOLARES DE SAN ISIDRO housing, a complex of 9 houses with common infrastructure. Accounting management system.

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