Yo se tu pero instantes

MAIN AREAS OF EXPERTISE:
• General Management. Substantial international experience in five continents and different industries
• Leadership of turn-arounds, operational improvement, and growth (six turn-arounds in four different industries, across
three continents)
• Mergers and Acquisitions (M&A), Post Merger Integration (PMI) processes, and creation & management of JVs
• Relationshipbuilding and negotiations with governments to secure support for business & investments
Alstom Transport 2006 – Present
Alstom is a large high-tech industrial company leader in systems, equipment and services for power generation & distribution
and rail transport. Part of the CAC 40, it has a backlog of around USD 63bn and yearly sales of around USD 25bn. Alstom
Transport is one of the largestand the most profitable players in the industry with a backlog above USD 26bn, yearly sales of
USD 7bn and an operating margin of 6%.
Managing Director, South East Europe, Middle East, and Africa
Dec 09 – Present France
Responsible for the Profit and Loss (P&L) of a business unit spanning 61 countries. Two other business units that were loss
making but had significant new businessopportunities were placed under my responsibility to perform a turn around.
• Increased orders from USD 280m to a level around USD 700m in the two subsequent years and expecting over USD
1bn this year, and USD 1.5bn the year after
• The backlog reaching around USD 3bn, and sales growing progressively from USD 320m to USD 600m to reach
around USD 1bn in 13/14.
• The Gross Margin in this backlog hasimproved to 18% by resolving the most difficult projects under execution, tight
management of existing projects, and capturing new projects with better margins.
• Leading a global change-management task force to improve our teams’ ability to sell (new processes, incentives
system, CRM, etc), after being ranked #1 globally out of 250 senior client-facing managers including C level
executives in anexternal assessment of sales and client management skills.
Managing Director, South East Europe
Mar 06 – Dec 09 France
Responsible for the P&L of a region of 16 countries with a backlog of USD 1.2bn and sales of USD 200m that had been
consistently loss-making. I was brought in to perform a turn-around.
• In FY 06/07, achieved significant improvements to projects under execution and orders inhand; profitability thereby
improved from a loss of USD 28m (-14%) the previous year to a gain of USD 8m: a 2.5% operating margin that was
double the budget.
• In subsequent years profitability continued to improve reaching an average in excess of 17% operating margin, making
my business unit one of the most profitable in the company.
• Progressively optimized headcount from over 1,500 to 876with minimum social impact, and no negative impact to
Alstom’s image.
Heriberto Diarte Martinez nació en Culiacán bajo el influjo de los inquietantes años sesentas del siglo XX, años de hondas transformaciones sociales donde la juventud se hizo protagónica reclamando un lugar en los destinos de su propio desarrollo, así que no es extraño en Heriberto la precosidad, clara inteligencia y visión defuturo. Hijo de Heriberto Diarte Pérez, reconocido comerciante y Fany Adriana Martinez amorosa y dedicada madre, su hermano Francisco señala que fue siempre un niño inquieto, de temprano desarrollo social e intelectual, siempre le gusto el conversar con personas mayores y preguntarles acerca de su trabajo, algunas amistades de sus padres comentaban, en son de broma, que no era posible que estefuera un niño, que mas bien era un adulto pequeño. Asombraba lo avanzado de su lenguaje y capacidad de entender complejas ideas. Estudio su instrucción primaria en la Escuela Activa Integral, escuela paradigmática en el desarrollo educativo de los culiacanenses fundada en los años setentas, de hecho sus padres son padres fundadores de este proyecto educativo. Rápido demostró aptitudes de líder, no...