Sandra Carpio

Experience

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  Pfizer

  Oct 1997 - Aug 1999

  WYETH Analista superior de contabilidad

  Responsible for Sales Force Financial Accounts Manangement, of 250 employees. Monthly reports, expense tracking and bank accounts reconciliation.

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  SC Johnson

  Sept 1999 - Jan 2000

  Financial Analyst

  • Budget control, project evaluation, Sales, Deals and Allowances Analysis and Financial Statements revision• Participant in the development of P&L by customer and financial analysis reports for decision making in board meetings

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  Wyeth

  Oct 2000 - Jun 2010

  • Responsible for implementing the Project Management Office (PMO) to drive Business and Operations strategic projects, through the Balanced Scorecard (BSC) implementation and the projects’ Governance: ° New projects launch for a market of 1B USD on 2010 with a market share of 25% Order Fulfillment from customer to sales point with a rate of 60 to 89% of fulfillment• Conducted an inventory management and alignment project, decreasing warehouse costs in 20% due to new warehousing model, including Key Performance Indicators (KPI's)• Developed Medical Customer Relationship Management Business Model (CRM) combining current sales force and Medical Managers to strengthen the Medical Community engagement• Initiated manufacturing projects, such as Hazards Analysis and Critical Control Points and Six Sigma in facilities for the Nutritionals Business Show less • Coordinated Balanced Scorecard (BSC) implementation, developing the follow strategic projects: - Key Opinion Leaders Business Model to engage medical community with our products due to the high quality and advantages shown by research results - Additional projects: Internal Communication, Organizational Architecture, Regulatory Compliance, Key Processes Revision (Processes mapping & redesign), External Image construction and Corporate Reputation, each with a multidisciplinary task force. Implement an ongoing global efficiency initiative with the affiliate.• Developed Strategic Procurement Improvements with savings of $3Mi USD through categorising and developing Suppliers, with eSourcing and Procurement Performance Management Show less

  • Business Process Manager and Project Manager Officer

    Jun 2008 - Jun 2010

  • Project Leader and Business Process Specialist

    Dec 2004 - May 2008

  • Transfer Pricing Accountant

    Oct 2000 - Dec 2004
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  Sephora

  Feb 2012 - Dec 2012

  IT Project & Process Sr. Manager

  • Responsible for implementing the Strategic Projects to launch the Beauty & Cosmetic Sephora concept in Mexico, establishing operative procedures, ERP improvements and aligning Commercial-Systems-Operations processes: ° Launched New replenishment tool for 7 sites within Distribution Centre and Stores ° Supported brand growth for new store openings throughout 2012 (6 new stores / 36 points of sale) integrating Operational-Commercial-IT processes for future growth (6-7 stores per year) ° Launched WMS (Warehouse Management System) with our third party through two ERP’s communication to support reception, inventory management, picking and store assorting Show less

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  Diageo

  Jan 2013 - Sept 2016

  Project and Change Manager

  • Responsible for implementing the Strategic Projects to launch the 1st Sales model with owned Demonstrators at the Sales Floor as transformation of the Business as Usual on wholesalers• Owner of Diageo’s integration with Tequila Don Julio, supporting Finance, Supply, HR and New Business development, with successful implementation of Change Management model that ensured commitment and teamwork of both companies counterparts along the transition• Fostered cost savings and efficiencies along Sales, Order Management and Sales’ Collections through PLATA project – Order to Cash re-engineering, in a Communication and Change Manager role• Successfully set the Project and Change Management Governance for all the projects, its communications and training to ensure a consistent baseline that gathers all the strategic projects in a single framework Show less

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  Takeda

  Jan 2017 - May 2021

  Project Management Office, New Products & License Management

  • Responsible for implementing the Strategic Projects to achieve 2023 + 25 strategy through Balanced Scorecard methodology to ease Strategy’ implementation and follow-up, orchestrating in a standardised method 32 leaders of the organisation for 44 projects (Commercial, Operations & Quality) o Successfully developed a Business dashboard for decision making on strategies prioritization to track KPI’s metrics in different scenarios in order to align and increase effectiveness of decision making• Active collaborator in business integration with Shire acquisition streamlining processes within both organisations and improving processes to ease the transition into the New Takeda• Local Launch lead for 11 core products to be launched through 2020 – 2023 achieving first four launches in full on time under a pandemic scenario, setting the steps, processes, governance and KPI’s to track every launch phase Show less

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  Novartis

  Feb 2022 - now

  Senior Consultant, Business Transformation Solutions, Global Business Solutions

  Member of the in-house global consulting team, contributing to the Change Management pillar• Participant on change management projects to drive a sustainable solution as result of CM tools implementation o AoS Project – Launched alignment meetings and documented main changes along decision makers to keep track of the changes, rationales, results and on-hold proposals (PM on change) o IMI Project – Developed a standard framework for change management of the countries and track their transition, integrating all and each plan for a weekly update on Control Tower and overall project status report with a team of other 2 o P&O Transformation project – Actively collaborator of the Comms and Change Management plan, focusing on workbooks, storyboards and look ahead calendar management to provide visibility and enablers for the team• Active collaborator of people, culture and values initiatives and process to drive the profile of the team as core asset of the organisation (Objective setting, performance plan, development plan, feedback,etc.) Show less