THE GREAT ENABLER
PEMEX
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THE GREAT ENABLER
Tangible progress has already been made . According to Becerra Mizuno , $ 50mn of savings have already been realised through strategic moves such as telco asset stripping , and by the end of the year Pemex will be relieved of its data centre management burden , instead operating on a hybrid cloud model and paying on demand for what it uses .
Becerra Mizuno also points to a shift in spending priorities . “ When I arrived , our budget was 90 % focused on investment , 10 % on operational excellence . That means that 90 % of things we did here with our budget was purchasing , which is how we arrived at this point where we have amassed a large amount of infrastructure .”
“ This year , we ’ re shifting that mix to 70 % opex , 30 % capex . We ’ re still not done , but we have changed the way we ’ re doing business now . We ’ re hiring service , not buying it .” The CIO points to the influence of both CEOs he has worked under – Jose Antonio González Anaya and now Carlos Treviño Medina . Without their leadership , much of this change would not have materialised .
“ I FOUND THAT PEMEX HAD A LARGE AMOUNT OF TECHNOLOGY INFRA- STRUCTURE . THEY OWN IT , THEY DEVELOP IT , THEY CONSTRUCT IT , THEY DEPLOY IT . EVERYTHING WAS DONE IN-HOUSE . I SAID TO MYSELF , WE NEED TO CHANGE ”
— Rodrigo Becerra Mizuno , Corporate Director and CIO , Pemex
AUGUST 2019