Soledad Bonilla Arce

Developed and implemented strategies to enhance UNOPS´s value preposition and impact in project management and public procurement to partners, stakeholders and United Nations across Mexico.

• Pioneered the first PMO in Latin America for UNOPS.
• Managed Mexico's $2 billion portfolio and overseeing strategic direction of a team of 150 employees as of 2022.
• Established a comprehensive risk management unit encompassing ethics, compliance, information security, and sustainable procurement.
• Expanded Mexico's portfolio by introducing new service lines in digital transformation and sustainable infrastructure.

Offered strategic leadership to build trust-based relationships with senior customers/ partners, enhancing the adoption and effective use of Cisco solutions, with a focus on leveraging technology as a driver for business success.

• Transformed top-tier regional accounts' use of Cisco solutions with custom adoption roadmaps, leading to achieve tangible business outcomes.
• Identified and capitalized on underused cases and showcasing successful implementations.
• Led initiatives in innovative technologies like Intent-Based Networking, Security, Data Center, Cloud, and Collaboration.

Led the construction and rehabilitation of Costa Rica´s penitentiary infrastructure consisted of 32 facilities capable of housing 12,527 inmates as of 2019.

• Planned and implemented a $60 million infrastructure investment plan within a year.
• Reduced penitentiary overcrowding from 39.6% to 8.3%, the lowest in two decades.
• Fostered collaboration agreements with international financial institutions like BCIE and academia.
• Led a 30-member multidisciplinary team, including engineers, architects, sociologists, legal, administrative, and finance professionals.

Led strategic IT projects centered on process automation, business analytics, and real-time monitoring for Costa Rica's major national providers in the telecommunications and water sectors: Instituto Costarricense de Electricidad (ICE) and Acueductos y Alcantarillados (AyA).

• Network Operation Center (NOC) project for ICE ($12M, 4 years): Design and implemented Costa Rica's largest Internet network operations center.
• Service order automation for AyA ($9M, 1.5 years): Implemented Indra's solution to automate service order management for Costa Rica's national water and sewage provider.
• Mobile number portability project for ICE ($1.4M, 1 year): Upgraded infrastructure and software to enable effective mobile number portability.

Led the quality division for the Latin America Delivery Application Services by implementing and maintaining IT management standards.

• Implemented an IT Service Management System compliant with ISO 20000/ITIL.
• Initiated the adoption of the Information Security Management System based on ISO 27001.
• Strategized to maintain CMMI Level 3 maturity.

Directed a strategic program for Procter and Gamble´s account, aimed at expanding and optimizing their supply chain management across Latin America.

• Guided a team of 50 engineers and 5 project managers.
• Installed green field ERP systems in newly acquired Wella and Duracell factories, significantly boosting operational efficiency.

Inspired a team with a mission to redesign processes, driving improvements in efficiency, quality, and customer satisfaction within a contact center of over 2,000 agents.

• Founded and grew the quality department from 3 to over 50 members in a year.
• Developed a Six Sigma-based analytics framework to facilitate efficient operations transitions and rapid scaling.
• Implemented NICE call monitoring software and led the local implementation of COPC standards.

• Initiated the implementation of the company's quality management system, driving business process improvement at the regional level
• Key accomplishments included:
• Designed a comprehensive management system covering deal pursuit, service delivery, and support processes, aligning them with ISO 9001 standards
• Developed an Activity Based Cost model to calculate business profitability and identify performance gaps
• Played an instrumental role in the company's rapid growth in Central America, expanding from 60 to 800 employees within two years
• This success was due to implementing the management system, effective change management, and fostering a customer-oriented culture