Alejandra Salazar, Head of HR, Capgemini Guatemala
At Capgemini Guatemala, our people are our strongest asset, and they have been shaping who we are and what we do since the Guatemala delivery center started in 2008. For this article, we asked members of our team that have been with us since the very beginning to write about what being part of Capgemini Guatemala means to them.
Meredith Archila, Team Manager, Staples
I started at Capgemini in September 2008, as part of the Coca-Cola account team that first received training in Guatemala. On January 1, 2009, I was promoted to supervisor and participated in Coca-Cola’s second transition phase, travelling to Tampa, Florida, for three months to manage a team that handled their medium-sized accounts. Later, I was transferred to smaller accounts area where I led a range of different teams.
Coca Cola was a great teacher and I learned as much from my leaders as I did from my colleagues. But it was my teams that really shaped me to be the leader I am today, and I still run into people in the corridors that have been with me from the beginning, and today I call my friends. In 2017 I was promoted to team manager for the Staples account, which has been a really enriching experience and taught me something new every day.
I feel privileged to be able to say that this year is my tenth work anniversary at Capgemini Guatemala. I’ve accumulated so many anecdotes over the last 10 years that I couldn’t mention them all in this article. But what I can say is that I am extremely grateful to Capgemini for helping me to forge a career.
Like all relationships, I’ve had highs and lows, but I’ve learned so much from them all. Working at Capgemini Guatemala is so much more than just a job—it’s a complete culture, and one that I help to create and very proud of.
Percy Perez, Team Lead, Warner Bros.
I started at Capgemini in 2009 as an analyst for collections in one of the center’s very first projects, before moving onto the Coca-Cola engagement. In 2011, I became part of the Office Depot transition, in the area of quality control for collections, which is where my experience and knowledge were really put to the test for the first time. In 2013, I was given a new challenge to leave my comfort zone and become team leader for the Warner Bros. engagement, in the area of deductions and disputes.
It’s difficult to express something so important and special in a few words, but working at Capgemini has been a fundamental pillar in my professional training. It has allowed me to work on some important projects, and given me the freedom and confidence to express, develop, and implement my ideas.
Capgemini has enabled me to grow my career through different roles, processes, and projects, and helped me become an ambassador for the Group through reinforcing our excellent relationships with our clients.
But what I value the most on my Capgemini journey is my personal growth. I’d like to thank all the people over the years who have supported me, motivated me, and challenged me to seek a better version of myself, fostering an environment of cooperation, learning, and healthy competition.
Dora Cordova, Team Lead, Unilever
My Capgemini journey started in September 2009, as team lead responsible for accounts receivable (AR) at the Unilever engagement. In 2014, I moved record-to-report (R2R) for a year and am currently team lead of Unilever’s Sarbanes-Oxley Act (SOX) function, auditing internal controls for 22 countries.
In my time at Capgemini Guatemala, I’ve received training at Capgemini Chile to understand the operations there, I’ve participated in a client workshop in Brazil to change the SAP version, and I’ve traveled to Argentina to implement the Unilever Process Model (UPM)—an adapted version of Capgemini Global Process Model© (GPM).
Despite being a relatively small account, I’ve always tried to develop the people in my team. When I led AR, I helped at least 10 people manage promotion to other accounts. I’ve left my comfort zone on many occasions, which has helped me grow both personally and professionally.
Capgemini really cares about my professional development, providing me with different means to teach and train me, through onsite or online courses. In addition, the leaders I’ve worked under during this time have supported me and are testament to the fact that Capgemini’s motto really holds true … people matters!
Alejandro Obregon, Service DM 2, Staples
I don’t think that after 10 years I’d be able to look back and see everything I’ve learned with such clarity. Although the opportunities for development and learning are enormous, most of all it’s the quality of the people I’ve worked with—and even developed strong bonds of friendship with—that makes me appreciate my job at Capgemini everyday.
Over the years, I’ve been given the opportunity to develop myself through having to manage and resolve complex processes, demanding clients, and difficult situations. And I’ve done this through not only relying on Capgemini’s processes and tools, but also on Capgemini’s people, who have supported and motivated me to move forward and succeed. Even during the thick of operational challenges there are moments of laughter. And it’s been the realization and mutual understanding of going through difficult times together that have helped me to appreciate everything we do as a team.
I value working at Capgemini, and it has become one of the most important parts of my life. This is the reason I continue to give it my best, and when I talk about my job with my friends and family, I do it with a great amount of love.
Capgemini opened its doors to me 10 years ago, and since then it has been one of the happiest periods of my life.
Carolina Flores, Team Manager, Syngenta
My career and relationship with Capgemini began in October 2008 as a portfolio analyst for the Coca-Cola account. I’ll admit that I started with a certain amount of skepticism, and wanted to “check out” what the organization was—something that happens in most companies and relationships. But I quickly noticed that, despite being a new company in Guatemala, its global trajectory provided the necessary structure to be stable, it cared about its employees, and offered a range of opportunities for development.
I quickly became team lead at Coca-Cola, and worked with three different teams and some excellent mentors to develop my leadership skills. I’m really proud to have helped several of my team members, who have now become process leads, team leads, and even managers in other accounts. In August 2015 I was given the opportunity to lead the Syngenta engagement, moving from credit-to-cash (C2C) to procure-to-pay (P2P), with people, processes, and clients that were completely new to me.
Over the years at Capgemini, I’ve been awarded my Master’s degree with ESI, certified as green belt, and obtained GEM certifications in C2C and P2P. I’ve also played in several soccer tournaments and joined the Capgemini Runners, a group of employees that train twice a week and take part in various races and runs.
I’m also really proud to be a Capgemini Ambassador, helping children at the Casa Hogar Miguel Magone orphanage, building schools for disadvantaged young people in Ciudad Quetzal (see interview with Alejandra Salazar and Claudia Lopez on pXX), reforesting, and participating in courses that have helped me grow and develop professionally, and build some wonderful friendships.
Alejandra Salazar is an HR professional with over 15 years of experience. Alejandra joined Capgemini Guatemala in 2009 as an HR manager responsible for delivering HR solutions. In 2013, CR&S was taken under the HR umbrella and Alejandra was tasked with creating and leading a CR&S program that leveraged the commitment and dedication of the Capgemini Guatemala team, while having an impact on the wider community in Guatemala.