José Manuel Diez Cano has over 30 years of experience in marketing and business management. He has held roles such as VP, Managing Director, and independent consultant. Through these roles, he has gained expertise in various industries including consumer goods, tourism, and airlines. He has also learned the importance of teamwork, leadership, and adapting to different business cultures through his international experience.

1. JOSE MANUEL DIEZ CANO
Rivera 133 Col. Las Aguilas ▪ Mexico City.
Mobile: (+52) 55 5456 4013
josemanueldiezcano@hotmail.com
josemanueldiez@telcel.blackberry.net
Curricular appendix
José Manuel Diez Cano has a Bachelorʼs Degree in Management
and Business Administration from the Universidad Iberoamericana.
He also has an MBA and a PhD Degree in Administration, both from
the Universidad La Salle. He has also completed two postgraduate
studies in Top Management from the IPADE (AD 1 and AD 2).
He has worked (as a client) in the Marketing department for CBS
(1980/1981), Carter-Wallace (1981/1984) and Mennen de México
(1984/1988).
He was also Account Director at Leo Burnett, (1988/1989).
The first time he worked for McCann Erickson (1989/1992), he did
so as VP and Director for Customer Service, responsible for
managing key accounts, such as Coca-Cola, Diet Coke, Sprite and
Fanta, as well as being the liaison with the Operations department
and with the bottling plants. In addition, the national newspaper
Novedades, Gigante, Levi´s, Danesa and Barcel.
In 1992/1994, he worked as Managing Director (MD) of the Pedro
Torres y Asociados production company.
In 1995/1999 he was the MD for Qualli, a postproduction center.
The second time he worked at McCann-Erickson (1999/2006), he
was responsible for developing communications programs for the
Consejo de Promoción Turística de México (Mexicoʼs Board of
Tourist Promotion), Domestic market, as well as for North and South
America, as well as being responsible for developing cooperation
programs with 52 different tourist destinations, FONATUR
(responsible for planning and developing sustainable tourism
projects of national impact), ExxonMobil, Cervecería Cuauhtémoc-
Moctezuma (brewery), Goodyear, Ferrero de México, UPS, Nestlé
(Coffees, Nido Powdered milk, Coffee-Mate, CPW / Cereals, Purina,
Nesquik and Nestea), Johnson & Johnson, Cadbury - Adams,
American Airlines, Clearasil, Siemens (cell phones) and Lexmark
(printers).

2. From 2007/2011 he returns to Pedro Torres y Asociados, which
changes its name to The Mates Group and then to El Mall, as MD,
where he was responsible for implementing a turnaround
management and critical management restructuring, spread out in 4
stages. The first stage, diagnostics and development of work plan.
The second one, transitional phase to begin all preparations to
attract resources from a Private Investment Fond. The third stage,
the institutionalization in order to start with the change process from
a family business to a corporate company. And the fourth and final
stage, professionalization: in order to implement a professional
business model, working with an income & expenditure budget,
costs & expenditure control, policies and procedures, in addition to
the strategic planning in order to define the companyʼs strategic
heading.
In another type of professional experiences, worked as an
independent consultant in developing a marketing program for
women for American Airlines; strategic and commercial planning for
Caza Fácil (supplier of household goods), and developing business
strategies and reorganizing the real estate company Real Estate.
Among his main virtues as a professional: “making things happen”;
“establishing long-lasting and productive relationships with clients”,
and “enhancing the development of the team he leads".
LEARNING IN MY PROFESSIONAL CAREER
CARTER WALLACE (1981/1984):
• If there is no order intake, there is no business.
• Avoid doing Desktop marketing.

3. MENNEN DE MEXICO (1984/1988):
• The creation of a brand.
• The importance of Market share and Profitability.
• Launching new products from Speed Stick, Lady Speed Stick
and Gentile, among others.
• Understanding of the Personal Care industry
LEO BURNETT (1988/1989):
• Development of advertising programs.
• Understanding of several sectors, such as
Confectionery/Chewing gum (Chiclet´s Adams), Female Care
products (Tambrands), Commercial Airlines (United Airlines)
and Beer industry (Cervecería Cuauhtémoc-Moctezuma).
MCCANN ERICKSON (FIRST TIME 1989/1992):
• Profit and Loss Responsibilities.
• Importance of Global Brands, e.g. Coca-Cola.
• Coordination of International Advertising Programs.
• Understanding various sectors, such as Soft drinks, Clothes
(Levi´s), Snacks (Barcel), Ice-cream (Danesa), Newspapers
(Novedades) and Supermarkets (Gigante).
PEDRO TORRES & ASOCIADOS (FIRST TIME 1992/1994):
• Learning as to Family businesses, Family structure, Heirs
issues.
• Vast knowledge gained in internationalization.
• Lessons in terms of taking advantages of opportunities.
• Learned how to do business.
• Learning in terms of possible mistakes in family businesses.
QUALLI (1995/1999):
• A negative period in terms of results, but tremendously
enhancing at a professional and personal level.
• Learned how to negotiate with Board of Directors and Union.
• Understanding as to how to run a company based on War
economy, as to how to obtain resources in order to maintain
the structure, to finance and to restructure.
• Importance of Innovation.
• Value of Export Mentality.

4. • Importance of the problems caused by Debts and Financial
expenditure.
• To manage to make people follow a common goal.
• How to make Ordinary people do Extraordinary things.
• Started out with concepts of necessary restructuring, but it
wasnʼt enough for the companyʼs competitiveness, which is
why re-engineering was necessary, eliminating tasks that were
not generating any added value.
• Learned about the importance of developing Micro marketing
plans by Client
MCCANN ERICKSON (SECOND TIME 1999/2006):
• Experienced and learned a lot about the North American
culture, aggressive and very dynamic when doing business,
and thus also learned how to cope with the pressure of having
to generate quarterly results.
• Understanding of various sectors, such as Food (Nestlé –
Dairy products, Coffee, Nesquik and Friskies, Pet food), Tires
(Goodyear), Chocolates (Ferrero), Courier services (UPS),
Oils and Lubricants (Exxon Mobil), Commercial Airlines
(American Airlines and Lufthansa), Mobile phones (Siemens &
BenQ), Tourism (Mexicoʼs Board of Tourist Promotion in the
US, Canada and South America - Argentina, Brazil and Chile),
Cooperation agreements with 52 Tourist destinations, Real
Estate (Fonatur).
• Gained knowledge in terms of the markets in North America
and Canada, Argentina, Brazil and Chile.
• Learned about Cooperation agreements.
• Learned the value of Leadership and about the commitment to
create from scratch a specialized Division in the Tourist sector,
working in turn as an experimental organization model, in
order to “implode” within the most bureaucracy-stricken
context of the Institution
• Decided to stay in the Company, despite successions in the
Board, as well as locally and regionally, and knowing that my
management position could not be sustained… And I was
right.
• Experienced a pleasant balance between a strong business
culture and a high dosage of personal initiative, always backed
by my superiors.

5. • Learned that the high executives had to be flexible, dynamic,
multilingual and multicultural, in other words, capable of
understanding cultures from different countries.
PEDRO TORRES & ASOCIADOS (SECOND TIME (2007/2011):
• Learned the value of history: if it is forgotten, then the same
mistakes are made all over again.
• Started as a 6-month Project, and actually lasted 4 years.
• The Work plan included 4 phases: Survival, Transition,
Institutionalization and Professionalization.
• In the first stage: Survival. Learned the value of having a team,
kind of like a SWAT team, focused and resolved. Learned the
value of having a clear vision as to where we had to go and
not to lose focus of it. Learned the value of perseverance and
that day-to-day work makes things happen. We managed to
“turn things around” in operational terms, and to solve
accounting, tax and legal trouble the company was in.
• In the second stage: Transition. Learned the value of thinking
big, dreaming big, and doing everything to make it come true.
Learned the value of sharing the dream with all the team.
Learned that the individual “me” is weak and that the collective
“us” is unbeatable. Learned the value of showing an expert
and trouble-free attitude, and by this managing to interest a
private investment fund that made it possible to enhance the
companyʼs growth.
• In the third stage, Institutionalization. Learned the value of
being in a world of budgets (revenue, costs, expenditure).
Learned the valued of implementing policies and procedures
that would impose order, guidance and meaning. Learned
about “the pain people go through when letting go of the past”
and stepping up to the present. Learned “the pain” of growth.
• In the fourth stage, Professionalization. Learned the value of
not losing track of the companyʼs DNA, the value of not
forgetting who we are and what weʼre capable of achieving.
Learned the value of thanking everyone for their effort and
work. Learned the value of demanding (results) with respect,
politely. And I learned how to manage and share doubts, fears,
concerns that people have. I learned about the responsibility
and commitment that being a leader means.

6. Summarizing:
• Enjoy work and strive for excellence.
• Constant training.
• Always keep the excitement for work.
• The spirit of sacrifice.
• Overcome setbacks.
• Competitiveness.
• Team work.
• Perseverance
• Commitment and responsibility as a leader