Claudio Ávila Tobías
Claudio is a management consultant helping leaders achieve their vision. He has more than 25 years of experience in agile strategic execution, leadership and change management, performance improvement, and acquisition integration in consumer goods, manufacturing, and financial services industries.
He has a track record of delivering tangible results for clients like Banorte, BMW, CEMEX, Cementos Progreso, Grupo BIMBO, Merck, Wal-Mart, and Zurich Financial Services, and has lived in Latin America and in the US, and has also worked in Europe.
Clients particularly appreciate Claudio’s ability to move organizations quickly from strategy to results by advising leaders in three ways: to inspire the organization with a compelling purpose; to empower cross-functional teams to achieve stretch results to advance an vision; and to engage large groups of people with customers to develop, test, and scale innovative ideas.
Claudio was formerly a partner of Schaffer Consulting (Stamford, CT) where he was responsible for developing clients in Latin America. Over the last three years, Claudio has been collaborating with the world's leader in the bakery industry to develop a culture of speed, productivity, and innovation as the means to sustain their growth, and has been advising country and business managers to achieve their goals. Prior to that, Claudio helped the CEO of Zurich Latin America grow the top line by 20% in two years by bringing its six countries to work together in the launch of value-added products and manage end-to-end profitability. He also helped CEMEX improve the effectiveness of its International Management Program by engaging participating high potential managers in real projects that helped advance and impact the company's strategy. The first year, the participating managers achieved bottom line results of US $10 million.
As senior consultant at Arthur D. Little (Cambridge, MA) he worked for more than ten years for Grupo Progreso, a company that leads the building materials market in Central America, to achieve its growth strategy. There, he helped different businesses improve performance, integrate newly acquired companies, and bring in new managers. For Wal-Mart, he worked closely with the shareholders and CEO of La Fragua, one of the two regional companies acquired in Central America, to develop and launch a growth strategy. Years later he helped Wal-Mart decide to divest their ownership from service providers not essential to the acquisition.
Today, as independent consultant, Claudio is currently co-managing a housing development company, the largest of its kind in the Bajío region. He coaches a number of executives at FEMSA, the largest soft drinks bottler in LATAM. And he´s also currently helping ProJusticia, in a USAID funded effort, to accelerate the implementation of the new judicial system in Mexico.
The following are Claudio´s publications of his work:
● Learning From Rapid Results, Harvard Business Review Latin American edition December of 2006. Leaders must create the appropriate environment for the organization to experiment, learn and achieve tangible results and impact the company´s business strategy
● Two articles in firm's book Rapid Results! – How 100-Day Projects Builds the Capacity for Large-Scale Change (Jossey-Bass, 2005) 2005. In this book, which describes the firm's approach to helping leaders achieve their business vision, Claudio describes his own work experience with companies including Banorte, third largest Mexican bank, and CEMEX, the global building materials company.
● Spark Culture Change, Talent Management, August 2013. Changing employees’ behaviors can be hard without the proper guidance and incentives. To produce high-value and sustainable change, connect new behaviors with measurable business goals.
● Your strategy needs a "discovery" phase, Linkedin 2017. Managers can increase the chances of success of their growth strategy by testing the different market opportunities and their assumptions through a portfolio of agile results projects.
● Accelerate Business Transformation, Linkedin 2016. Strategic ideas, processes and technology are not enough to transform the business. Managers must take the lead to inspire, challenge, and develop their people to make transformation happen, and quickly. This article describes how the CEO of the largerst retirement fund management company in Mexico initiated the transformation of the company.
Claudio speaks Spanish, his native language, and English. He earned his MBA with honors from Instituto Tecnológico Autónomo de México, and earned his bachelor degree in Chemical and Systems Engineering from Instituto Tecnológico y de Estudios Superiores de Monterrey.
He lives with his wife and children in Mexico.