Manager Sales

RodolfoJ Flores

Email: *********@********.***

Address: *** ******* **

City: laredo

State: TX

Zip: 78041

Country: USA

Phone: 210-***-****

Skill Level: Senior

Salary Range: > $250,000

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

Rodolfo J Flores

708 Martens Ct

Laredo, TX 78041-6010

Ph: 210-***-**** MOBILE 830-***-****

e-mail: *******@*******.***, *********@********.***

DOB: 05-Nov-1963

PROFILE: Highly accomplished senior level executive, binational (Mex/US), bicultural (Latino/ US), with 27 years of experience in areas of general management, construction, operations & sales of energy projects, products & consumer goods, capital goods, infrastructure development in conventional and renewable energy, persuasive and visionary business leader focused on results with a strong network of political & private relations in Mexico and internationally.

GOAL: To achieve my professional objectives and professional career development through my incorporation to a high efficient industry leader company or venture, at a top level management position, where I can apply previous knowledge and deliver shareholder value that can be capitalized in a well planed exit strategy in the US or international capital markets

WORK HISTORY

KVXL SA de CV

Dates (July/2005 - present)

Local SME construction company, specializing in engineering development and its implementation on electromechanical installations, renewal energy projects & infrastructure development including installation of capital equipment, focused on serving the power sector, industry in general, the real estate and land development in the commercial side, addressing their needs in High, Medium and Low Voltage, based in Laredo but capable of servicing projects anywhere in the US-Mexico`s border towns. (Turnover - US$12.5MM/year, Employees: 40-400 depending on the level of activity)

CEO

Reporting to: Board of Directors.

Direct reports (number and level): 4, Sales Manager, Engineering Manager, Construction & Operations Manager, and Administrative Manager.

Responsibilities

Every day I had to review progress and advances in the field, then verify compliance times in our goals and confront against its cost estimates, address any labor contingency with workers during the day, follow up on the proposals offered, identify new business opportunities, advancement of our previous bids or proposals and their presentation process with potential clients. Address any request for an existing client of any kind, negotiate purchases of major equipment according to the project needs, to follow up on procurement processes, estimation, billing and collection, treasury issues, cash flow projections with the above information to prevent any operational eventuality or need of resources in the near future. Monthly Statements, balance and cash flow reports must be prepare for the board and major shareholders meeting presentation, and an operating report with advances in major contracts, their comparative cost estimate based on cash flow, billing and collecting status for each project, and our estimate of attracting new projects and relevant activities. Every year towards the end of the operating year, all accounting and tax statements must be prepared, shareholders meeting held, profit sharing disbursed, executive retreat to promote "team building" and the generation of new business strategies, setting goals and objectives for next year, and review the company's strategic plan was revised every 2 or 3 years, etc. My scope within these activities is total, in other words, If I don`t do it no one else will, my direct reports are very operational people, well experience in their areas, but with little strategic or analytical ability, people who do what they are told but do not see beyond their specific responsibility, so that will make me the -man orchestra-. (In good years, 2006, 2007, 2008 and 2009 our P&L ranged between US$1.0MM and US$1.5MM in 2010 become negative given the crisis in the construction sector, coupled with the security problems that affected mainly our projects on the border towns, also client companies that went bankrupt or were unable to pay for their commitments to us, achieving stability back in 2011 and 2012 to levels of cero profit and marginally positive so far this year, by adjusting our infrastructure and lowering our expenses and reducing costs also perform a better selection of contracts acquired in terms of the creditworthiness of our clients.)

Main Accomplishments

* Institutionalize the company by forming a board of directors composed of the president, two of the main shareholder and three independent directors.

* Ensure that the company was bail able and creditworthiness on its own merits and cash flows, and not rely on external guarantees may well achieve participate in interesting projects.

* Train and organize our own engineering department and quotes, with adequate time to respond to the industry in which we participate.

* Implement an accounting / administrative that linked all the internal processes of the company from payroll, treasury, and purchasing, invoicing, estimating and warehouse inventory.

* Have obtained the contract Hershey plant in 2009 was awarded the largest contract in place in our specialty during the year (US$6.5MM).

* Creation of a subsidiary to the same partners focused on solving customers' energy needs based on solar and renewable energy, achieving sell the 3rd largest facility in Mexico with this technology (L'Oreal in Edo. Mex, 350Kwe) and CDM services.

* Development of a brand new company (KVXL), leading to recognition and strong position in the local market industrial, real estate and government as well as business chambers.

Business Consultant in Energy and Real Estate Development

(Mty & DF) Dates(Sept/2004 - June/2005)

Private consultancy practice in the above areas, looking directly to assist the owner or general manager and his top level operating staff, from the companies that could hire me based on my business contacts (Monterrey and Mexico City); supporting development initiatives or activities those areas where given my background, will contribute the greatest value to my involvement. Managing to an average monthly earning between $125,000.00 MN to $150,000.00 MN with my billable hours

Independent Consultant (Freelance Consultant)

Reporting to: Owners or managers from companies hired.

Direct Reports (number and level): None, working alone on this project.

Responsibilities

Establishing strategic alliances required to support activities or projects in the fields of my experience (energy and real estate development) relevant to the client. Establishing links between potentially interested investors and specific projects in search of capital. Participation as an independent director in certain cases.

Main Accomplishments

* Successfully achieved the implementation of energy efficiency projects by managing their demand and excess capacity purchase, improving their efficiency in tariff and consumption rates.

* Development and implementation of the CDM methodology for company PASA, where he successfully register 4 of its landfills, (Tijuana, Mochis, Torreon and Leon).

* Support to the Environmental Consulting Company Conestoga-Roberts in procurement of 3 engineeri contracts for renewable energy projects in biogas with a potential capacity of 25 MW.

* Support to Genermex in obtaining permits and commercialization of 130MW in renewal energy with local industries, for its combined cycle project in Monterrey, funded by CSFB.

* Successfully placement capital for US$10.0MM within passive investors in real estate projects.

* Serve as independent board member in several local companies, in DF & Monterrey.

Grupo Gentor SA de CV, Monterrey NL Dates (Aug/1999 - Aug/2004)

Monterrey corporate group of the Garza Calderon family, 3rd generation direct descendants from the founders of the Monterrey Brewery (now FEMSA) and Monterrey Industrial Group (Now ALFA). Headed during my participation therein by Don Javier Garza Sepulveda, partner and cousin Eugenio Garza Laguera. With assets in companies, stocks, real estate and cash worth over US$600.0MM, sales and dividend income in the range of US$ 70.0MM annually. It`s operating companies have, their corporate and administrative office, a real estate developer, urban housing developer, an industrial division in the field of private renewable energy focused on clean technologies, a retail chain of supermarkets in the north of the country (ASTRA) that was taken over by Grupo Gigante in late 90`s, automotive distribution agencies, a personal security company, a civil aviation company, meatpacking plant, food packaging plant and some minor manufacturing that were also divested following the divestment of the retail business chain. With approximately 750 employees after recent divestitures.

Corporate CEO

Reporting to: Chairman and Independent board of Directors.

Direct Reports (number and level): 8 corporate area directors, or division director or independent business unit director.

Responsibilities

I began briefly as director of the energy division, but after a few months, I was promoted to head of corporate offices and all subsidiaries in the group. From the beginning, I had to finalize all the divestitures that the group had been doing from years ago, negotiating leases for commercial spaces that had not been divested with the new administration from the retail stores, start an analysis of all ongoing operations, development of key strategies to promote the necessary changes within the organization to promote high standards, implemented strategic alliances needed to achieve the new objectives, promote productivity on each employee and their integration to the new group policies, evaluate if their profiles fits into the new culture if not, negotiate their departure or retirement. Implementation of a new strategic plan, reformulating the mission statement and corporate values, implementing performance evaluations and new objectives for corporate employees and our affiliates. Serve also as chairman on the group's energy division, which included a project development entity, its operation team for private energy projects and renewable energy cogeneration plants (www.seisa.com.mx), manufacturing and maintenance facilities for gas turbines in Tulsa OK (www. AGC.com), and 12 sites of energy generation in Mexico, the U.S., Canada and India, included the SIMEPRODESO PROJECT a 20MW Renewal Energy Methane Landfill Gas fired power plant,. Every day I had to review the cash flows and balances, centralizing resources in a single treasury to fund all business divisions activities and their needs according to budget, decide on investment opportunities in the financial markets, the sale of bonds or financial instruments or acquiring new instruments when transactions exceeded decision limits of the treasurer and finance director. Address major trade events in support of all divisions, or with the competent authorities at the municipal, state or federal level to promote our projects and initiatives, speak to bankers and financiers with new products or schemes that may be of support for our operations also meet with equipment manufacturers or providers, and key technology developers for our operation process, decide the future of the employees that were not being loyal or productive, etc.. Every month I had to review the results of the divisions in their goals and objectives performance, gather new and relevant information to be later used in my quarterly report to the board of directors. Annually prepare a presentation of achieved results to the board and the shareholders meeting and its legal registration in the lager books, hire auditing firms, to develop accounting and tax reports, also the annual corporate consolidation process and its corresponding report. I had to organize yearly al corporate retreat with all my team, which we also used as a tool for strategic planning, sales budgeting and operating strategies for the following year. Almost 60% of the group's revenues came from financial products, traded stock dividends and asset divestiture income of approx. US$40.0MM from which all corporate spending of US$15.0MM was supported, hence annually we integrated about US$25.0MM to the group wealth, all other income of about US$30.0MM came from the energy division which reported a positive P&L of US$5.5MM and the real estate division reported revenue of US$5.0MM and a surplus P&L of US1.0MM.

Main Accomplishments

* Restructured corporate management and redefined corporate mission & customer focus strategies to change the direction of a company, which was headed for financial disaster, due to obsolete practices.

* Hired new personnel for most of the senior level positions, created, developed and staffed several human resources departments for all the subsidiary companies

* Successful implementation (from A through Z) in one of the first and most complete renewable energy projects with a CDM complement and registration, ever performed in Mexico, based on SIMEPRODESO landfill gas in Monterrey (25MW). Actively involved from the development of the bidding process and guidelines with the State Agency Operator, direct advisory to the company that won the bid, SEISA our subsidiary (under my office and direction), selection of technology to be used, finding the appropriate technological partners and operators, develop the construction of the plant, sold most of the capacity and electricity to the metropolitan municipalities within the metropolitan area and the Metro Public Transportation service, implementation of all necessary contracts and permits to operate the plant within municipalities, CRE and CFE (cooperative cogeneration permit, interconnection contracts, incidental services and wheeling contracts, etc The first 5 years of CERs (Certified Emission Reductions) of Carbon Credits from this project were sold to the GEF (Global Environmental Fund) where we manage resources (US$7.0MM) to build the plant first 6 MW, later extended the capacity to 14 MW and to 25MW on its final stage, those additional Carbon Credit Bonds were negotiated and sold in advance with the Prototype Carbon Fund (PCF) belonging to World Bank, at a price in the range of E$ 8.00 per CER over the next seven years. This single transaction the group continues to report an additional annual income of US$600K. This only project reports revenue of $24MM annually to the Energy Division

* Contracting and deployment for more than 10 self-supply projects in the modalities of cogeneration or renewable energy totaling 200 MW within budget and in time, including permitting, financing, construction, equip. supply, commissioning, maintenance and operation.

* Acquiring property and erecting buildings for Build-to-Suit customers, Establish an operation to build homes +250 a year to mid-income customers in the local market.

* Developed and prepared proposals with cost estimates & schedules to potential clients, including government entities, obtaining contracts to supply their energy needs using co-generation schemes.

* Succeeded in obtaining favorable rulings in numerous public and private bids. Negotiated and secured all the contracts required for such clients on a long term basis.

* Negotiated and secured contracts with more than 10 local industrial clients to provide renewal energy electricity from our facilities.

* Developed and implemented methodology and software packages to facilitate the accounting and management tasks process to best prepared financial reports, budgets and cost analysis reports, in order to enhance the decision-making process to achieve best results possible.

* Established corporate communications and public relations company spokesperson, to communicate the new vision and company achievements using public media.

* Planned, organized and facilitated annual meetings for strategic planning, conferences for Board members and executive staff, and training workshops for employees.

* Gain in-depth knowledge and experience of energy and renewal energy sectors in Mexico, US, Canada, Latin America and India, also in real-estate development for industrial, commercial, and residential markets, structure and procure project finance schemes for the projects.

Grupo Domos (now ONEO) Monterrey NL Dates (Jun/1992 - May/1998)

Monterrey private business group, with interests in various sectors of the domestic industry and the telecommunications sector (pioneers of the first cellular concessions in the north of the country in association with Motorola and on the Island of Cuba) Environment division (collection and disposal of solid waste, treatment and conditioning of both industrial and municipal water, vehicle conversions to alternative fuels, vehicle inspection and environmental consulting) division that I had the opportunity to start from scratch, and consolidate as a strong group of companies servicing the industry up to now days. They also had technology development and IT infrastructure, development of software, commercial and tourism real estate development and operation of industrial parks, with annual sales in the order of US$35.0MM and 450 total employees.

Environmental Division VP

Reporting to: CEO.

Direct Reports (number and level): 6, managers or directors from the division business units.

Responsibilities

To develop a new -environmental business- division, in the areas of waste management, reduction and final disposal, landfill operations, waste water treatment, industrial process water conditioning, hazardous waste disposal, greenhouse gas emissions monitoring and control, motor vehicle conversion to alternative fuels, to be used on commercial fleets for distribution of goods. Identifying the appropriate technologies for all of our division companies and services and perform all strategic alliances required to ensure such technologies and its commercial deployment. Select and negotiate the acquisitions of other existing operating companies in similar fields, to establish the required services in all areas nationwide. Prepare strategic plans, financial schemes and business plans for each company and its financing needs. My daily responsibilities among others were to anticipate the needs of cash flow in the company`s operations to solve any shortage using corporate resources or surpluses from other most consolidated business within the division, in support of the new ones, pursue growth opportunities through acquiring new contracts and concessions or acquiring companies having those already in place in the areas of our interest, gather and monitor all information of operational and financial results for comparison against goals and proposed objectives to define remedial actions where there were significant deviations, attend operational meetings, prepare the monthly results specific to integrate the consolidated report of the division, to make a bimonthly presentation to the corporate management. Take the administrative control on each enterprise and attempt to institutionalize the daily operations to avoid dependence on any of the key personnel hired. At the end of my tenure, the business units already had consolidated profits of approximately US$2.0MM annually.

Main Accomplishments

* Total revenue of US$15.0MM within the first five years of operations, for all six different business units, with sales up from US$2.0MM each.

* Shaping the start, growth and development of one of the earliest groups of companies in providing a broad range of environmental services in Mexico.

* Ensuring on an exclusive basis over six core technologies that strengthened the growth of the companies within the division.

* Develop proposals and successfully securing contracts for at least 12 concessions within the federal, state and municipal governments.

* I acquired extensive knowledge and expertise in the environmental field in Mexico and the U.S., as well in how to merge and structure a new operation following its acquisition.

* Start-up and commissioning of six companies to operate successfully in the areas of solid waste collection and final disposal, waste water treatment from municipal and industrial wastewater, industrial solid waste confinement of nonhazardous materials, purification and process water physical conditioning, conversion of vehicles to alternative fuels, vehicle emissions and air quality monitoring. They all are still in successfully continuous operations

Dist. Garci-Crespo SA de CV (Grupo GEMEX), Mex DF

Dates (Jul/1990 - May/1992) Sales and distribution operation of branded mineral water products bottled in Tehuacan Puebla, for its mass consumption in the Valley of Mexico (Mexico City and Edo Mex). With six distribution centers and a central administrative office under my command, using a fleet of over 400 distribution vehicles and freight transportation units for the delivery of all commercialized products. Having 1,500 unionized workers and 150 employees in a 7 functional area management, marketing and delivering over 7MM of cases annually of 24/12oz and 32oz returnable bottles. Representing annual sales of US$20MM.

General Director (CEO)

Reporting to: the Corporate director, drinks division @ Grupo GEMEX.

Direct Reports (number and level): 7, Operations Manager, Sales, HR, Administration and Finance, Fleet, Purchasing and Traffic.

Responsibilities

Director General for the mineral water supply operations in the Valley of Mexico City, providing direct quality and reliable service to more than 75,000 active customers on the retailers registry provided. Direct negotiations with over 250 high-volume customers. Conduction of the relations and labor negotiations on the annual collective contract review with our 3 labor unions. Daily and weekly monitoring the distribution centers in its operating results, sales, collection and control of their inventory and accounts receivables, distribution expenses and operating wastage to review that they are within the objectives of the annual budget, preparing all reports and presentations of results for corporate meetings and to the board of directors that were held monthly. Direct responsibility over operational results, state of income, balance & treasury, which reported an annual P&L in the order of US$2.5MM. Commissioned to develop an export program to distribute our private labels within the US market for the Hispanic community in Los Angeles, Houston, Dallas, Denver, Chicago, Miami and NY.

Main Accomplishments

* Developed and implemented processes and procedures to reduce distribution costs in more than US$200K in the first year of operations. Including the use of radio and cellular technology, to control the transfer and distribution fleets. Reorganization of 60% of the routes and modernization of its units.

* Successfully Implemented a network of more than 25 distributors in the US market led to revenue of US$500K and a distribution of more than 250.000 cases of 24 nonreturnable bottles

* Reduced inventory levels by 20% without effect to the level of service.

* Reduced accounts receivables by 50% a value of US$200K by implementing a strategy for collecting and implementing credit practices.

* Successfully introduced a new packaging system that reduced losses in broken product by 3%.

* Managed and motivated all the unionized personnel by improving the relationship with their leaders and implementing human resources best practices.

* Developed and participation in a strategy to acquire a competitor ELECTROPURA, and form a new division of drinking water (not-carbonated). This transaction was successfully achieved 6 months after my tenure, giving the company a dominant role among competitors.

* I proposed to package the products in within local bottlers in Mexico City equalizing the chemical contents of the water with the same salts from the ones packaging Tehaucan source obtaining substantial reductions in the Tehuacan transportation costs for more than 50%.

Pepsicola Mexicana SA de CV (PEPSICO) Mexico, DF

Dates (July/1988 - June/1990) The company at the time was mainly in charge of producing only the concentrate formula for their branded products marketed national with global and local brands for its franchised bottlers, giving engineering support to improve their production, distribution, sales systems, marketing, marketing analysis and systems for information processing in general, at the time the company sold about $ 350MM nationally as only 18.5% of revenue from franchised bottlers remained with the sale of the concentrated formula, with 700 employees including workers at the plant of concentrates.

Operations Manager

Reporting to: Operations Director.

Direct Reports (number and level): 5, franchise Managers.

Responsibilities

Join the company as a trainee level in a program designed for the first six months with constant trips to franchised territories across the country, and through all operational areas of the company, after the program I got to handle the operational relationship between the company and its bottlers. Preparation and negotiation of the Annual Operating Plan (AOP) aimed to increase sales volume and market share of the franchised bottler. Internally negotiate and develop the annual budget for the implementation of such operational plans. Plans included procurement of vehicles for distribution and market supervision, returnable glass bottles to support the inventories distribution practices, packaging systems, bottling machinery, sales promotional materials, implementing training programs to vendors. Responsible for all of the above in the metropolitan area for Mexico City and the states of Morelos and Guerrero with five bottling plants, 25 distribution centers and more than 2000 distribution routes. I had no inference in the P&L only in the execution of my investment budget programs that were in the range of US$5.0MM annually.

Main Accomplishments

* Successfully implemented and negotiated 2 Annual Operation Plans obtaining extra budget from the Special Plans budget, which was only granted to the top selected business plans within the country, achieving an annual budget for my territory in the range of US$ 5.MM.

* Introduced the use of PC and -laptops- instead of mainframes to manage sales information and a database of more than 250K clients, this initiative led to the use of hand-held computers on board of sale trucks some years later.

* Successfully negotiated to introduce leasing as a financial tool to support an increase in production machinery and distribution equipment to go beyond the operational budget AOP.

* Improved sales and distribution standards by 2 digits in most of the franchised territory 2 years in a row that led to an increase in market share of 4%.

* Successfully implemented 4 different consumer promotions in a market where for many years, such practices were not allowed by law.

* Introduced a new distribution channel using vending machines in a market were such items were not used in more than 20 years.

* Developed and implemented a marketing strategy that lead to establish commercial relationship with more than 45 high-volume new clients.

* Gain in-depth experience in developing successfully business plans, negotiation skills, marketing and distribution for consumer products either by training or applied field knowledge.

CONEK SA de CV (Caterpillar) Garcia, NL

Dates (Jan/1987 - June/1988) The company was a joint venture between Caterpillar USA and the ALFA Group of Monterrey, given that at the time, they were restrictions and regulations in place that banned foreign companies to have a majority in some Mexican industries, subsequently such restrictions went down and ALFA sold its stake and became CATERPILLAR de Mexico, its main activity was to build subassemblies for their large equipment that were assembled abroad mainly, during my tenure they opened forklift assembly line that become the first units to be 100% assembled in Mexico. Billing is difficult to know because it was handled with strict confidentiality all units were handled with transfer pricing and only administrative people know about them, but estimated activity level would be about US$200MM a year, and there were 750 unionized workers included administration and engineers in 3 shifts.

Industrial Engineer

Reporting to: Project Manager.

Direct Reports (number and level): None, I only had workers assigned to do specific tasks on the performance of my duties.

Responsibilities

Implement a strategy of migrating production lines, from the plants in Illinois (Peoria, Davenport, Decatur, Grand Rapids, etc.) in US to the manufacturing facility in Monterrey. Visiting the plant where the machinery was to be remove and import according to a plan, filming the manufacturing process before dismantling giving supervision for the latest part produced in the US, then dismantling machinery, packaging, arrange transportation, conduce the importation and reinstallation process at the end. Design and adaptation of new layouts and supervise the correct installation of imported used machinery, fitted with the adequate tools in order to bring the new lines back to production. Design training procedures to employees that will work in the new line in all 3 shifts. Supervision of new subassemblies produced until the first five parts met department standards of quality control. Identify areas of opportunity in subassemblies intensive in labor hours that could be feasible to relocate its production in this manner, and plan the next import procedure. I did not interfere on the P&L of the business, but I have the responsibility to seek decreasing expenses for dismantling, transfer, import and implementation for production lines and times involved.

Main Accomplishments

* Successfully achieved the relocation of 5 complete lines of assembly.

* Reduced the cost of relocation by 15% vs. original budget based on past line relocations, mainly by handling the import process independently, outside of the institutional channel that had the company for other processes, also time cycle was reduced in two weeks.

* Reduced the cost of retooling by 60% salvaging the tools from the old plant. Were normally discarded and remanufactured in Mexico

* Most of the lines imported under my supervision reach the same levels of quality control that once had in its US operations, or higher.

Hotel Gerome, Aspen Co (USA) Dates (Dec/1985 - Dec/1986)

Hotel built in the nineteenth century (1806) and renewed months before I joined with an investment of over US$40MM upgraded to 5 Stars category, ranked the most luxurious hotel of its time in this picturesque American resort world famous to practice Alpine skiing. With an annual turnover in that year of approximately US$25.0MM, venue and accommodation of great personalities of American & International tourism and society, politics and personalities of international fame, and featured events in their banquet halls.

Food & Brevage Manager

Reporting to: Hotel General Manager

Direct Reports (number and level): 4, area manager`s room service, restaurants, banquets & bar.

Responsibilities

Assist the General Manager in the operation and control of the entire service area Food & Brevages at the hotel, In charge of purchases related to the F&B area of about US$1.5MM annually, for all the food, beverage and restaurant supplies, including replacement kitchen equipment, linens, dishes and uniforms. Maintain optimum stock levels required under occupational levels, reservations, weather forecasts, and historical data. Negotiate with banquet customer`s services & food according to their needs, coordinate with the chef menus and make available the appropriate personnel for each event in coordination with the area manager. Coordinate daily shopping needs replenishment of food according to the requirements of those in charge of the area, weekly and monthly maintenance needs of other non-consumable supplies. The recruitment, training and monitoring of all personnel assigned and their worked hours. I had no interference in the P&L, but I had responsibility over budget expenditure, then controls were exercised vigorously, to prevent any loss by shrinkage and theft by staff that was mostly of an eventual type.

Main Accomplishments

* Improved controls in inventories that reduced losses in food, linen, china and restaurant supplies for almost US$100K a year.

* Develop a supervision and survey system in the bar and restaurants in order to reduce personnel bad practices and improve levels of service.

* Reduced inventory levels by 15% in general without compromise service.

* Implemented a fairer system of distribution on tips where also participated kitchen staff mostly undocumented people from Latin origins, which led to an increase on the quality of the products prepared in the kitchen.

Desarrolladora San Roque SA de CV, Guadalupe NL

Dates (May/1982 - July/1985)

Small family business of low income housing development, utilizing the existing infrastructure of of my grandfather business office who was also real estate developer for low income family housing lots, with the architectural designs from my father who is an architect by profession. The company sold about 15 homes developed by ourselves on average per year.

Working Partner

Reporting to: Family board integrated by my Grand Father, my Father and my brother.

Direct Reports (number and level): 0, did not have any direct employees only contractors.

Responsibilities

I Integrate my own company in partnership with my brother, supported by my family, doing housing development for the popular market, taking advantage of one of the first housing programs launched by the federal government called FOVI in the 80`s, where I started my career working part time while finishing my formal education. My Responsibilities among others were the acquisition of the land needed for our projects ranging from 5-10 units, obtaining required permits, approval of construction plans, and implementation of the financial program under the rules then FOVI through commercial banks. Construction volume calculation, preparation and negotiation of all required construction contracts with specialist contractors, electrical, sanitary and building materials. Compliance with all requirements of social security for the process wherein. Marketing of the units developed with the help of the press and independent real estate sales agents, preparation for all necessary paperwork in accordance with the FOVI rules, for financial plans to support housing purchases on behalf of customers. We were driving on the company on cash flows basis, and the excess balances after paying for all expenses were used to buy more land to develop further projects, and distribute the surplus to the partners they could meet and pay their personal needs.

Main Accomplishments

* Successfully develop and sold 45 units ranging from 600 to 750 sq-ft in size, in a three-year period, in 7 different projects or locations.

* Paid for all college education tuitions, household needs, transportation needs, and personal entertainment of myself and my 2 brothers.

* Gained in-depth knowledge in the construction and land development business.

Academic Information

Oct 2004 - Jul 2005 I.P.A.D.E. (IESE of Spain)

Monterrey, NL Mexico

Executive Course in Corporate Management (AD-2)

May 1998 - Jul 1999 Massachusetts Institute of Technology (MIT)

Sloan School of Management

Boston, MA

GPA: 4.8 Master in Business Administration (MBA)

Focused on Renewal Energy, Corporate Finance & M&A

Jul 1993 Stanford University

Stanford, CA

Advanced Management College

Aug 1981 - Dec 1985 Monterrey Institute of Technology (ITESM)

Monterrey, NL Mexico

GPA: 4.25 Bachelor in Science

Mechanical and Manufacturing Engineering, accounting and

management

Affiliations

* Member of the board in the local YPO/WPO chapter and in YPO/WPO international.

* Member of the board in LOREAN SAPI de CV (Renew Energy Developer)

* Member of the board in Habitum SA de CV (Home developer in Mex City)

* Member of the board in Titan Developments INC. (Developer in US, border towns of Texas)

* Member of the board in Asociacion Mexicana de Energia Electrica(AMEE)

* Member of the board in the Real Estate local Chamber

* Experience as Independent Director in other several companies

* Member of the American Chamber of Commerce

Software

* Word - Advanced

* PPT - Intermediate

* Excel - Advanced

* MS Project - Intermediate

* Adobe - Intermediate

Languages

* Spanish / Bilingual

* Inglish / Fluent

General Information

Notice Period 4 weeks

Availability to Travel 90%

Available to change residence YES

Nationality: Binational (USA/Mex)

Marital Status: Single (DIVORCED)

Date of Birth: 5th Nov 1963

Address: 708 Martens Ct, Laredo TX, 78041

Home: 210-***-****

Mobile: 830-***-****

Private e-mail : *********@********.***

Professional e-mail: *******@*******.***

Skype: pibeflores (en Monterrey)

RFC: FODR631105-IC4

CURP: FODR631105HNLLMD01

REFERENCES

Available on request.

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