MBA. MANUEL RETA FERNÁNDEZ
Profession: Bachelor's Degree in Mechanical and Electrical Engineering at the UNIVERSIDAD PANAMERICANA.
Postgrade: Master's Degree in Business Administration (MBA) INSEAD, Fontainebleau , France .
Professional experience:
July 2005 - December 2007; Symnetics (exclusive affiliate for Latin-American of Balances Scorecard Collaborative); Mexico City ; Director: responsible for the implementation of management models for the execution of the strategy based on the Balanced Scorecard (BSC). Examples of projects:
PepsiCo Latinoamerica; design and commissioning of the BSCs of the division (foods and beverages) and deployment to the next level (clusters/countries)
MetLife Mexico ; review and update of the strategy and BSC implementation such as administration methodology linking project administration and executives development evaluations.
Cementos Chihuahua (GCC); "re-comissioning" of the BSC as an administrative model (after a failed internal attempt) and design and implementation of the model in both business units (GCC United States and GCC Mexico).
Grupo Gondi; design and implementation of administrative model of the strategy at a business level through the commissioning of the Corporate BSC (1 st level).
Uralsib (bank and insurance agent in Russia ); diagnostic and adjustment of the administrative model of the insurance strategy and integration with the bank strategy.
Exponent in conferences and seminars concerning the execution of the strategy in Mexico , Columbia and China (Asia Pacific BSC Summit, Shanghai China , September 2006).
January 1999 – July 2005; Grupo Nacional Provincial (GNP); Mexico City; Strategy Management Director: responsible for the follow up of the execution of the strategy through the coordination of the processes of strategic planning, strategic follow up, project administration and performance evaluation.
Implementation of the Balances Scorecard (BSC) as the central mechanism for the strategy line up with the creation of sustainable value for the shareholders, monitoring of strategy execution and its link to the variable compensation of employees. GNP was incorporated to the BSC Hall of Fame in 2004 by the Dres. Kaplan y Norton, creators of the methodology; GNP being the first company in Mexico to receive this recognition.
Design and operation of the Performance Evaluation Process based on the results registered in the BCSs of each of the executives.
Implementation at a company level of the project administration methodology of the Project Management Institute (PMI) with the objective of leveraging the selection and execution of the initiatives compose up the strategy.
Consulting to other companies of the BAL Group in their implementation processes of the methodology of the Balanced Scorecard for the execution of their strategies: Industrias Peñoles and Palacio de Hierro.
Participation as expositor in conferences and seminars concerning the strategic execution including: BSC Latin American Summit, Cancun Mexico , 2004; BSC North American Summit, Sans Francisco USA , 2002.
Direct participation in the project “Building the Office of Strategy Management” of Balanced Scorecard Collaborative (with Doctors Kaplan and Norton) whose objective was to define the processes and functions which guarantee the capacity of organizations to execute their strategies.
1998; Sao Paulo , Brasil:
Definition of operational and financial improvements, and privatizing diagram for a national coverage postal and currier company.
Definition of the deregulation diagram of the postal and currier sector.
1995-1997; Mexico City :
Definition of infrastructure projects coordination and financing diagrams. (For example, water supply, automated traffic control, waste treatment, water treatment plants, highways).
1993-1995; McKinsey and Company; Mexico City ; Associated Consultor: participant as project team member responsible for analysis development and recommendations. Examples of projects:
Redesign of the commercial processes and development and implementation of executive information systems for an electrical power company and for one from the petrochemical sector.
1989-1991; McKinsey and Company; Mexico City ; Annalist: