Mr. Martínez led projects for the implementation of maintenance management systems. Designed and developed software programs components in areas of Energy Management and Total Productive Maintenance. Led the team of contractors responsible for maintaining and supporting the existing business applications (e.g., BPCS, Trimax, SoftwarePlus and API Time & Attendance) and ensured that the business was supported and secure while the SAP Implementation project was progressing. Prepared and obtained approval of the strategy plan for the qualification of the IT network and associated infrastructure at all IPR sites (Canovanas, Carolina and Guayama). Led the Qualification project and technical documentation of the system including the preparation of the complete project plan, request for proposal for the bidding process to identify the qualification contractor. Performed the roles of IS Quality Manager to ensure that IPR Pharmaceuticals complies with all AstraZeneca guidelines and regulatory requirements related to computer systems. Promoted a professional and customer service environment for all helpdesk and PC specialist support with the main focus on evaluating possible solutions against impact to customer service, establishing consistency of service and obtaining customer feedback and sign-off of the service provided. Performed the roles of IS Quality Manager to ensure that IPR Pharmaceuticals complies with all AstraZeneca guidelines and regulatory requirements related to computer systems. Performed the roles of IS Quality Manager to ensure that IPR Pharmaceuticals complies with all AstraZeneca guidelines and regulatory requirements related to computer systems. In the last years Mr. Martínez managed specific medium to large size projects, where the most important was the local planning and implementation of IT Infrastructure and Customer Service outsourcing following the AZ worldwide strategy. Activities covered change management (including employee and end-user impact), due diligence, local service and resource transfer agreements, transition detail planning, knowledge transfer, transition implementation and monitoring. Global stakeholders and outsourcing transition managers (both from AZ and the contractor) recognized that the local implementation at IPR exceeded the expectations and was a total success in minimizing end-users impact.