Freelancer profile translated to English.
Back to original languageAbout Claudia Marcela
I help SMEs and growing companies transform messy operations into structured, measurable, and profitable systems.
With over 20 years of experience leading operations in industrial and manufacturing environments, I combine strategic vision with real execution. I don't just diagnose problems: I design and implement solutions that directly impact efficiency, cost structure, and profitability.
I work on projects such as: operational diagnostics, process optimization, KPI definition, financial modeling, cost control, organizational structuring, and system implementation (ERP and dashboards).
My differential value lies in having been on the side of real operations: managing teams, budgets, and results. I understand the pressure of day-to-day challenges and turn strategy into concrete execution.
Spanish
Native or bilingual
English
Fluent
Remote only
Primarily works remotely
Experience
- FROG DESIGNOperations DirectorOctober 2024 - September 2025 (11 months)Santafé de Bogotá, ColombiaI led the comprehensive operations strategy for a company with sales close to USD 7.5 million, reporting directly to General Management. I led 7 direct reports and over 250 people in Production, Design, Sales, Logistics, Purchasing, Costs, and Administration.
- I led an organizational diagnosis that revealed a lack of systematization, dependence on a single client (79%), and high turnover due to a lack of culture. Prioritizing technological, human, and commercial actions, I implemented cross-functional indicators that revealed a drop in margins of nearly 10 points and allowed management to focus on real profitability, consolidating a data-driven decision-making culture.
- I designed and implemented the company's first corporate strategic plan, approved by the owner and built with all leaders. The strategic map aligned the long-term vision and gave rise to the first action plans by area with indicators and financial projections for operational monitoring.
- I led the implementation of the Odoo ERP, coordinating the external consultant and the internal teams for Sales, Costs, Purchasing, Production, and Logistics. In less than a year, I completed Phase I testing for the entire supply chain and structured Phases II and III (projects and accounting), strengthening the technological foundation for future growth.
- MILESTONE MUEBLESOperations ManagerJuly 2017 - April 2024 (6 years and 9 months)Santafé de Bogotá, ColombiaI directed the company's integral operation, reporting to the General Manager. I led Planning, Project and Facilities Management, and coordinated cross-functionally with Design, Sales, Production, and Purchasing. I managed teams of up to 30 people in operations with sales between USD 5.2 and 7.5 million, focusing on compliance, efficiency, accounts receivable, and external costs. I supported the company in various operational and cultural change processes.
- I redesigned processes under PMI methodology, working directly with Design, Production, and Facilities. I implemented a visual control system that organized project prioritization, eliminated duplicate reviews, and improved inter-area coordination. This increased delivery compliance by 22% and enabled a more predictable and aligned operation.
- I reduced the collection cycle by 50%, leading a joint strategy with Projects, Administration, Finance, and Sales. We created a per-project control model that allowed us to anticipate delays, make preventive decisions (including temporary suspension of production/installations), and significantly improve liquidity.
- I led the Business Integration of the Pizano business after its bankruptcy, incorporating over 20 employees and production processes outside the core (on-site assembly, strata 3 and 4). I ensured operational continuity and stability during the transition, maintaining productivity.
- I guided the operational entry into the US market (2019–2020), adjusting processes from design to export to meet international standards. International projects went from 5% to 80% of sales, becoming the core that sustained the company. This change required reorganizing resources and adopting a strict compliance system by committed date.
- I implemented corrective actions focused on efficiency and profitability, optimizing resource use and providing real visibility into margins per client and project type.
- ALVARADO & DÜRINGAdministrative and Financial ManagerApril 2016 - April 2017 (1 year)Santafé de Bogotá, ColombiaI directed the Administrative (purchasing, human resources), Financial (treasury, accounting), and Support (IT) areas of Grupo A&D, with 13 people reporting to me and sales growing from USD 4 million to USD 16 million. I managed the operation in a context of high debt and the need for financial reorganization.
- I developed and implemented the group's Strategic Plan under BSC methodology during a generational transition, defining priorities and a roadmap for the new leadership.
- I led the technological modernization and corporate image renovation, driving a cultural transition from a control-centered model to a more proactive one, which improved internal agility and cohesion.
- I restructured financial debt (machinery leasing from 5 to 7 years, real estate from 5 to 10, working capital from 1 to 3) and negotiated a Standstill of USD 3.6 million, achieving temporary suspension of payments and reduction of interest rates. The strategy was based on turning banks into allies to avoid liquidation and gain time for reorganization.
- I renegotiated USD 4 million with suppliers, avoiding litigation and stabilizing the operational environment.
- I structured the financial and legal foundation that later enabled entry into the reorganization process under Law 1116, ensuring continuity and job preservation.
- I directed the initial structuring of the new unit, created to diagnose the operational model after the generational change and propose an integrated and sustainable business model.
- I designed the first integrated model for the Business Unit, articulating design, foundation, and construction. This strengthened the value proposition and allowed us to present a unified portfolio to the market, optimizing commercial efforts.
- I negotiated and completed the purchase of the corporate office, transitioning from renting to owning an asset at an optimal time with available capital, reinforcing the generational transition process and institutional positioning.
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Education
- MBAUniversidad de los Andes2010
- Chemical EngineeringUniversidad Nacional de Colombia2001