Continuous Improvement Operations Management

ARTURO F. GUERRERO

Dublin, Ohio *****-**** / 609-***-****

*********@*****.*** / www.linkedin.com/in/arturofguerrero

SUMMARY AND PROFILE

A results-driven senior operations executive with extensive experience in operations and manufacturing management, specializing in value improvement, innovation, and operational efficiency. As an Operations leader, I achieved significant results by increasing operations efficiency and reducing losses, introducing new products into the market, and integrating business and technical disciplines supporting business strategies and goals. I leverage leadership skills, technologies and innovation capabilities, and have a proven track record in optimizing resources and enhancing operational efficiencies to drive success.

Core Competencies

• Operations Management

• Operations, innovation and Business alignment

• Operations Excellence/Continuous Improvement (Lean)

• Food/Beverage Technologies Assessment and Implementation

• Dairy processing and technologies (nutritional and cultured products, and functional ingredients)

• Product and Technology Development and Product/Process Validation

• Technical Services and

Implementation of business growth initiatives

PROFESSIONAL EXPERIENCE

AHIMSA Group. V.P Operations and Technology

2024 to May 2025

Responsible for Operations and Technology for the Ahimsa Investment Group – Production of plant-

based foods and beverages. The position oversees the different manufacturing sites, capital investments, operations network with business partners, integration of technologies, and operations/business improvement initiatives.

Achieved highest OEE for factory by introducing and completing projects to maximize line asset utilization, reducing downtime, implementing training and developing programs.

PLANT PLUS Foods - Chicago IL – V.P of Operations and R&D (Company was dissolved)

2022 to 2024

Responsible for Operations and R&D - Plant-based food factories and co-manufacturing sites (USA

and Canada).

Member of the company Senior Leadership Team

• 30% reduction of the labor force by optimizing the production schedule and application of Lean

concepts

• Reduced losses from 35% to 6%by implementing Lean and 6 Sigma methodologies.

• Implemented of the Continuous Improvement function and Operations reviews

• Reduced product portfolio by 30% for optimum utilization of production lines

• Opened production and development partnerships with two companies in the USA.

• Implemented new R&D structure and Stage Gate process – 15 new products in 2023

KERRY Inc. Commerce, GA - Factory Director

2021 to 2022

Responsible for factories for the production of aseptic chicken broths and stocks, and dried protein.

• Increased utilization capacity 40% by optimizing production lines, portfolio reduction

and implementing a new factory management structure. Turned factory business

contribution from negative to positive.

• Reduced waste(30%) in aseptic and spray drying operations by optimization of processing

conditions and scheduling.

• Implemented of in-line analytical capabilities for rapid operational responses.

• Reduced of raw material losses and product shortages by co-managing with sister

factories.

• Implemented the utilization of by-products (chicken bones) as a high value raw material for sister factories.

• Interacted R&D and Application Groups as factory support functions - 4 new products launched.

AGuerreroConsulting - Consulting

2020 - 2021

Business and operational improvements in dairy operations - USA

• Designed strategy and selected technologies for startup companies in plant proteins

(production, extraction, and concentration) - Chile

FIRMENICH, Plainsboro, New Jersey - Director Value Improvement and Global Portfolio

2017 - 2020

Led global initiatives aimed at business growth, business excellence, and competitive advantage.

• Executed technical liaison duties between sales force and customer technical, factory, and

operations teams. Identified and implemented tools and methodologies to improve

business efficiency (better and faster opportunity assessment and response to clients). Provided

technical support for company’s commercial functions and SBUs.

• Created platform for improved customers and company value interaction, thus enhancing and

leveraging company’s technical competitive advantages and improving business practices.

• Implemented global and regional portfolio management platforms - $15 million in savings

by elimination of profit destroyers and non-strategic products.

• Led Flavor Division project for the improvement of submission process and integration of

systems: Potential of 35% submission improvement rate and $130 million in extra

revenues.

• Started up improvement projects to increase the sales of technology strategic products -

$10 million revenue gain.

NESTLE HEALTH SCIENCE COMPANY, Minnetonka, Minnesota – Director Technical Services

2014 - 2017

Led initiatives to identify, integrate, and apply technical solutions and R&D developments in Health Care and Advanced Nutrition product factories (aseptic and dried products), NHS technical operations, and continuous improvement.

Secured supply continuity and oversaw procurement and application of strategic and new

ingredients. Identified and implemented solutions with factories, and business functions for

introduction of new products, business and operational improvement, and problem-solving.

Identified and implemented solutions for faster product development, waste reduction, and higher

operational performance. Served as technical advisor for application groups, co-manufacturing

operations, business functions, factories, and other functions in Health Science.

• Led the implementation of methodologies for alignment, integration, and optimal technology

resources utilization that improved project management and product portfolio

competitiveness - Worked in alignment with operations, factories, and business functions.

• Guided development of new product and reformulation of existing recipes, complying with

company and regulatory requirements and improvement of nutritional value, resulting in

80+ projects completed on time and within budget.

• Led 50+ process and product improvement initiatives in factories, 60% capacity increase

(from 220 million to 360 million bottles/year per line) in aseptic high-speed bottle lines and

30% in Tetra aseptic lines, resulting in performance improvement and process

simplification, improved product stability and quality, and improved process and product

mastership.

• Identified and led raw and packaging cost saving initiatives. Saved $18,000,000 over two

years.

• Improved new product development and commercialization process and better utilization

of product and process development resources in cooperation with business and technical

functions. Reduced time marketing from 2.5 years to 1.5 years (average).

NESTLE, Marysville, Ohio - Manager, Sustainability and Value Creation Initiatives

2012 - 2013

Oversaw multidisciplinary teams (15 people) for design and implementation of strategies and

technical solutions supporting company sustainability, creation of shared value (CSV) and emerging

markets initiatives. Implemented Popularly Position Products platform for identification of

opportunities and development of products targeting emerging markets.

• Identified 80+ opportunities and transferred markets for assessment and implementation, leading to enhanced market penetration and increased sustainability initiatives.

• Introduced life cycle assessment (LCA) and programs to enhance environmental consciousness in personnel, resulting in increased awareness and adoption of sustainable practices.

• Trained 250+ people, ensuring all new projects contained LCA as a decision criterion for approval, which improved project sustainability and decision-making processes.

NESTLE S.A, VEVEY, Switzerland - Nestle Special Assignment

2010 - 2012

Supported Nestlé Headquarters in design and implementation of LEAN operation and business

improvement program aimed at enhancement of R&D and business units’ effectiveness. Supported

CAPEX project execution improvement and introduction of Lean manufacturing methodologies, and

implementation of vertical start-up methodology mandatory in all Nestle CAPEX project today.

• Implemented the program across the entire R&D structure, enhancing operational efficiency and collaboration within a $10 billion R&D framework.

• Impacted CAPEX projects for more than USD $5,000,000,000 since implementation.

NESTLE USA. NEW ASEPTIC BEVERAGE FACTORY. NESTLE, Anderson, Indiana – Start Up Manager

2008 - 2010.

Led multidisciplinary team (60 people) for the design, installation, validation and startup of high-speed

aseptic lines, Anderson was the largest CAPEX project in NA ($250,000,000), six aseptic lines,

powder handling and dairy operations.

• Completed projects successfully (on time, under budget and beyond original scope.)

Prepared line for production before targeted production date and at high efficiency and

performance.

• Collaborated with operations, factories, and business functions to streamline processes and enhance operational efficiency

• Introduced and implemented first DMAIC (Green Belt) projects in Ohio Research Center,

which resulted in improved product development and pilot plant execution and reduction

of waste.

NESTLE USA, Glendale, California - Manager Operations Improvement

2005- 2008

• Led operations improvement team and project management office, completing over 60 improvement projects, which enhanced process efficiency and supported new product commercialization across company divisions.

• Led commercialization process improvement projects using stage gate principles, resulting in streamlined processes and faster time-to-market for new products

• Aligned functions under one project management platform for Dairy, Nutritional Products, Frozen Food Co., Confections & Snacks, Beverage, and Food Service, improving cross-functional collaboration and project efficiency.

NESTLE Connecticut- Senior Research Engineer, Food Service Beverage

2003 – 2005

• Acted as technical manager for systems and product development for Food Service

Business. Managed team of 12 direct reports (product and process development).

• Led food service beverages project teams from concept to commercialization in U.S.

Developed and launched 12 new products and three QSR dispensing systems.

WYETH NUTRITIONAL, Philadelphia, Pennsylvania - Technical Services Manager

2000 – 2002

• Provided technical support for nutritional and infant formula product development and

commercialization, supporting co-manufacturing dairy operations in U.S. and Europe spray

dried and retorted products.

•Oversaw system and operations improvement in Wyeth factories in Vermont and co-manufactures in New York and Denmark.

NESTLE ANDEAN REGION - Operations and Factory Manager, Milk and Infant Formula Products

1997 – 2000

• Led team of 180 people (12 direct reports). Managed continuous improvement, cost

reduction initiatives, and co-responsibility for CGMP/HACCP. Turned factory around from

worst in region to top 50 in company.

NESTLE R&D – Process Engineer

1992 - 1997

• Executed product and process development and technical support duties.

• Managed process and product development and technical assistance for culinary, nutritional and dairy factories in U.S. and Latin America.

• Led Biotechnology Process initiatives for the development of functional foods via enzyme and

fermentation technologies.

EDUCATION AND OTHERS

UNIVERSITY OF SAN FRANCISCO, Quito, Ecuador

Postgraduate, Business Management, 2000

UNIVERSITY COLLEGE, London, United Kingdom

M.S., Biochemical and Bioprocess Engineering, 1991

UNIVERSITY CATÓLICA VALPARAISO, Valparaiso, Chile

B.S & M.S., Biochemical Engineering, 1989

CERTIFICATION: Project Management Certification, American Management Association

COMPUTER SKILLS: Microsoft Office Suite, SAP Operation Management Modules

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