Mario Esteban Hernández

Accountable for managing the group's capital project portfolio, providing executive reporting to the Presidency and Steering Committees, and sponsoring PMO implementation to align projects with strategic plans and governance.

Prepared Project Controls Execution Plans and procedures, supervised cost estimates and schedule deployment, and led change management and lessons-learned activities while providing technical supervision to Project Controls staff.

Implemented and monitored cost, schedule and change control processes, deployed QA and risk assessment systems, managed document control and cash flow reporting for a 52 MW hydropower construction project.

Led progress measurement and reporting for a $5.7B, 30M man-hour mining expansion, developed schedule and progress standards, and implemented Power BI analytics for project KPIs across engineering to construction.

Established and managed schedule development, baseline control and progress measurement processes, and ensured alignment of schedule and cost reporting with master project requirements.

Seconded to ENAP to support EcoSys EPC implementation and develop a cost management model, and established standard project management deliverables and implementation support.

Led a team of planners/schedulers for Cerro Verde expansion, produced comprehensive schedules, substantiated a claim that saved the client $12M, and provided productivity and trend analyses.

Established cost, scheduling and progress control procedures for construction phase, developed financial and schedule status reporting, and co-led SAP R/3 ERP Project System implementation as Key User.

Provided technical and functional support for project management and controls on a $450M mining project, controlled deviations, produced cost dashboards linked to budget and schedule, and co-led JD Edwards ERP Job Cost implementation.

Managed a team of planners and progress control engineers for the Pascua-Lama program, developed master schedules, monitored site progress against milestones, and drove mitigation programs to recover schedule slippages.

Reorganized project controls database, developed financial models and PM plans, created WBS and schedules, implemented earned value reporting and performance indicators for construction projects.

Applied planning and cost control to inform senior management, developed lifecycle cost tools, prepared financial reports and cash flow projections, reducing unexpected expenditures by over $10M.

Conducted financial and benchmark analyses to support long-range financial planning for mining clients, and developed budgeting and financial models for operators including Codelco and Glencore.

Provided cost engineering support for stage gate reviews, developed performance indicators and project delivery governance, and assisted teams to achieve cost and schedule goals for capital projects.

Bachelor of Science in Industrial Engineering completed in 2004, covering fundamentals of industrial systems, process optimization, and engineering management.