Luis Andres Espinosa Silis has over 15 years of experience in business management, finance, and strategic planning for companies in Mexico. He is currently the Business Unit Manager for GH Group's $11 million Equipment & Machinery division, where he supervises over 20 employees across four regional offices. Previously, he held finance and administration roles at GH Group and was a key account manager and project manager for Nestle and El Palacio de Hierro, among other positions.

1. LUIS ANDRES ESPINOSA SILIS
Cell: (5 5 ) 5504 -2102
e-mail: luisandresespinosa@hotmail.com
EXPERIENCE
GH Group – Mexico City, Mexico
Mexican conglomerate with annual sales of US $25 million providing environmental and municipal
solutions.
Business Unit Manager – Equipment & Machinery, (2008 – To Date)
Leading and managing a US $11 million division. Full P&L responsibility supervising more than 20
employees in four regional offices. Also responsible for process definition and improvement,
contract negotiation with suppliers.
• Built and developed a sales team that generated more than 60% of FY08 target revenue during
the first four months of operations.
• Increased profitability by reducing general expenses by 5%.
Finance and Administration Director, (2005 – 2008)
• Led the creation of a five year strategic plan to diversify the company’s operations. New
businesses represent now more than 15% of total revenue.
• Increased productivity and improved the bottom line by establishing a new performance
evaluation initiative that linked employee compensation packages to business results.
• Reduced general expenses by 7% by creating synergies and exploiting economies of scale
throughout the organization.
• Restructured the company’s liabilities, generating savings equal to 30% of total debt.
Nestlé – Mexico City, Mexico
Key Account Manager, (2004 – 2005)
• Managed the commercial relationship with Gigante (now Soriana supermarkets), increasing
sales by 3% despite adverse economic and operating conditions.
• Led the implementation of IC3 initiative (Improving Customer & Channel Contribution) initiative
that increased some product lines’ profitability by 2% and generated cost savings.
• Directed the implementation of the SAP Commercial Conditions module, unifying price lists
and standardizing discounts across business lines.
El Palacio de Hierro – Mexico City, Mexico
Commercial Projects Manager, (2003 – 2004)
• Redesigned and centralized the company’s entire purchasing process, which involved 50% of
SKU’s and resulted in a 1.5% logistics cost reduction.
Strategic Planning and Balanced Scorecard Manager, (1999 – 2003)
• Led the implementation of a Balanced Scorecard to be used as a full strategic planning and
management system in benefit of the entire organization.
• Defined Palacio de Hierro’s e-commerce strategy and supervised the development of a virtual
store and service spot, which now represents 5% of sales.
Transportacion Maritima Mexicana (TMM) – Mexico City, Mexico
Financial Planning Analyst, (1997 – 1999)
• Prepared the financial analysis to evaluate a joint venture between TMM and CP Ships, which
created one of the biggest shipping companies in the market and resulted in investments over
US $500 million.
• Participated in the elaboration of a financial proposal to acquire nine airports from the
Mexican government. This operation was valued above US $300 million.

2. KPMG – Mexico City, Mexico
Jr. Consultant, Reengineering & Process Practice, (1996 – 1997)
EDUCATION
ITAM – Mexico City, Mexico
Master of Business Administration, (1999 – 2001)
Universidad Panamericana – Mexico City, Mexico
B.S. in Industrial Engineering, (1991 – 1996)
ADDITIONAL INFORMATION
Proficient in English and Spanish.
Sports enthusiast: Golf, tennis, and swimming.