Strategic management of finance, HR, and infrastructure divisions. Budget planning and execution, financial analysis, KPIs, economic reports, selection, hiring, employee well-being, training, organizational climate, supervision of outsourced services, and procurement.

Reduced institutional OPEX by 15% by renegotiating contracts; increased talent retention by 20% with a wellness plan; improved operational efficiency of infrastructure by 25%; led teams of more than 30 people and contracts worth more than $11 billion COP.

Technical, administrative, and financial management of the project portfolio under PMI methodology. Planning, risk management, control of schedules, costs, scope, performance, quality, and comprehensive management of contracts and stakeholders.

He reduced budget deviations by implementing real-time control panels; he defined strategic guidelines for the PMO, ensuring on-time project delivery and active risk and quality management.

Project management for project supervision: planning, materials control, procedures, quality, EVM, budget, schedules, risks, quality, KPIs, multidisciplinary teams, financial analysis, compliance with regulations and contractual objectives.

He simultaneously oversaw 138 educational projects in 7 departments, leading teams of more than 60 people; he optimized internal productivity and achieved economic balance in the educational infrastructure portfolio.