After W-L, Inc. Mr. Gonzalez moved to PepsiCo in Rio de Janeiro Brazil. His first role was to lead the move of the Latin America HQ from Rio to South Florida. Mr. Gonzalez was in charge of taking care of every aspect of the move which included building policies to pay those moving and those staying. PepsiCo had a policy for traditional one-to-one moves but it did not have any policy for a massive move such as this. The 35 families in Rio were all paid as expatriates which meant they had free housing, free home leaves, Cost of Living Allowances, paid schooling, fully paid cars, travel in First Class everywhere, etc. As an American Company, PepsiCo did not pay expatriate benefits to executives in the US.

Mr. Gonzalez designed a policy where all 35 executives were offered a moving package to South Florida and those who did not want to move were offered a fair severance package. The policy was equitable and fair. However, the CFO of the Company who was American told Mr. Gonzalez that he would not support the Relocation Package because it was too expensive. The CFO believed that the executives should be happy with whatever they got to move to the US. Mr. Gonzalez knew that the proposed policy was not only fair but absolutely critical to protect the Company from the significant legal and reputation risk that comes with a move of this magnitude in this region of the world.

Mr. Gonzalez escalated to the President of Latin America and the CHRO of PepsiCo and got full approval for his policy. The move was seamlessly executed with no legal issues and no negative press. All 35 families were successfully relocated and those who chose to remain in Brazil received fair treatment. This established Mr. Gonzalez's reputation as someone who could handle complex international people moves at scale.

Tras W-L, Inc., el Sr. González se trasladó a PepsiCo en Río de Janeiro, Brasil. Su primer rol fue liderar el traslado de la sede de América Latina de Río a South Florida. El Sr. González fue responsable de gestionar cada aspecto del traslado, incluyendo la creación de políticas para compensar tanto a quienes se mudaban como a quienes se quedaban. PepsiCo tenía una política para traslados individuales tradicionales, pero no tenía ninguna política para un traslado masivo de esta magnitud. Las 35 familias en Río recibían todos los beneficios de expatriados: vivienda gratuita, viajes de regreso al país de origen, asignaciones por costo de vida, educación pagada, automóviles completamente pagados, viajes en primera clase, etc. Como empresa americana, PepsiCo no pagaba beneficios de expatriado a los ejecutivos en los EE.UU.

El Sr. González diseñó una política en la que los 35 ejecutivos recibieron una oferta de paquete de mudanza a South Florida, y aquellos que no quisieran mudarse recibieron un paquete de indemnización justo. La política era equitativa y justa. Sin embargo, el CFO de la empresa, que era americano, le dijo al Sr. González que no apoyaría el paquete de reubicación porque era demasiado costoso. El Sr. González sabía que la política propuesta no solo era justa, sino absolutamente crítica para proteger a la empresa del riesgo legal y reputacional significativo que conlleva un traslado de esta magnitud en esta región del mundo.

El Sr. González escaló al Presidente de América Latina y al CHRO de PepsiCo, y obtuvo la aprobación completa de su política. El traslado se ejecutó sin problemas, sin incidentes legales y sin prensa negativa. Las 35 familias fueron reubicadas exitosamente y quienes eligieron quedarse en Brasil recibieron un trato justo. Esto estableció la reputación del Sr. González como alguien capaz de manejar traslados internacionales complejos de personas a escala.