Henry RincónFrom industrial engineering to AI agents: data, platforms and decisions.

1. 2025 — today

   Analytics Professional

   Fundación CTIC

   Analytics and data governance for administrative and clinical decisions in healthcare.

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   • I lead the institutional AI strategy under UNE-ISO/IEC 42001:2025: 12 opportunities identified, 7 cases evaluated and 3 prioritized.
   • 42 analytics products in Power BI for administrative and clinical leaders: 20 leaders of 15 processes and about 75 users.
   • Institutional data governance and quality, under Colombia's habeas data regime and Law 1581.
   • Process-based control dashboards and improvement plans: close to 60% less effort preparing information.
   • 23 instruments of the AI management system, 8 finished, and an ISO 42001 expert agent to review them.
2. 2024

   Data Strategy Lead

   Vesting — automation-agents startup

   Data ecosystem for AI agents on Microsoft Fabric, built from scratch: architecture, governance, real-time agent monitoring and a replicable core process.

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   • Designed and built from scratch the data ecosystem for AI-agent analytics on Microsoft Fabric (big data + data warehouse + distributed processing): 12 clients, 120 tables and 1,000 events per day.
   • Defined the data governance to integrate client and system data, with each client isolated in its own workspace.
   • Built real-time monitoring for the agents in production: up to 23 monitored at once.
   • Documented the replicable 11-stage core process used to build the 27 agents in the inventory.
3. 2023

   Senior Analytics and Reporting Analyst

   Banco Pichincha

   BI adopted by 50+ users, ETL times cut by 35%, predictive models above 90% accuracy, and co-led data governance.

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   • Led a 5-person BI team: dashboards adopted by 50+ users, driving +25% in decision-making.
   • ETL process optimization in Power Query: −35% in analysis times.
   • Churn, delinquency and risk models with scikit-learn: >90% accuracy and +35% in predictions.
   • Semantic model optimization with DAX Studio and Tabular Editor.
   • Co-led the area's data governance.
   • Analytics training program for 12 professionals: +20% productivity in preparing and using information.
4. 2021 — 2022

   Post-Operational Analysis

   C&M Consultores (TransMilenio)

   BI adoption (+35% efficiency), an ETL that unified sources (+70%) and demand forecasting with scikit-learn.

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   • Drove BI adoption across operations: +35% efficiency with 25+ key users.
   • ETL that unified five heterogeneous sources (fare collection, fleet and GPS, scheduling, incidents and user complaints): +70% in analysis precision and speed.
   • Automation scripts with validations and visible exceptions: −40% in repetitive tasks.
   • Strategy sessions with SITP leadership: +25% in indicators.
   • Demand forecasting with scikit-learn by route and time slot, ten months in use: +20% system performance.
5. 2020 — 2021

   Information Systems Analyst

   Cafam

   Led 20 people through the WMS implementation: −25% errors and +15% operational efficiency.

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   • Led a 20-person team —14 from Cafam and 6 from Oracle— through six months of WMS implementation testing: −25% errors and +15% operational efficiency.
   • Modeled the process in BPMN with Bizagi and simulated dispatch in FlexSim before testing.
   • Operational-control BI: +50% precision for 15+ users.
   • VBA integrations with the WMS: +15% automation and −50% data errors.
   • SQL data quality with an 80-20 reconciliation by medicine: +20%.
6. 2018 — 2020

   Operations Analyst

   C&M Consorcio (TransMilenio)

   Data-driven supervision of about 150 TransMilenio routes: traceable indicators, automation and the system's statistical memory.

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   • Data-driven supervision of about 150 routes from 10 concessionaires, cross-referencing five sources: fare collection, fleet and GPS, scheduling, incidents and user complaints.
   • Performance dashboards and reports —two weekly and one monthly— traceable down to the operational event.
   • Automation with Excel, VBA and SQL: at least −40% in processing time.
   • The system's statistical memory in SQLite: the operation's history, week by week.
   • Audit of compliance with operating protocols, with indicators carrying contractual consequences.
7. 2017 — 2018

   Operations Coordinator

   Ceinfes

   KPIs and board-level reporting; transition to process-based management with agile methods.

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   • KPIs for scheduling, logistics and digitalization of mock exams for more than 100 schools a year; weekly reports to the board.
   • Coordination of about 40 people across three fronts and some 50 exam proctors.
   • Balancing the digitalization line: about 250 sheets per shift across two scanning stations.
   • A VBA macro that optimized teacher scheduling with explicit constraints.
   • Transition to process-based management with BPMN, Kanban and Scrum.
8. 2016 — 2017

   Process Engineer

   Inglopres

   ERP, databases and supply chain under ISO 9001; a team of 12 with 95% client satisfaction.

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   • Led the implementation of the Odoo ERP to integrate the processes of a heavy-machinery rental and sales company, with a fleet of about 120 units.
   • Designed in SQLite and SQL the analysis databases the operation did not have.
   • Work study with fatigue allowances for sustainable time standards.
   • Supply chain and quality assurance under ISO 9001:2015.
   • A team of 12 people with 95% client satisfaction.

Year of the experience in view: 2025