PGH is a conglomerate of enterprises, a supply chain and logistics specialist dedicated to international and domestic cargo transportation air, ocean, trucking and railroad, with extensive experience in handling all types of perishables at our own warehouses in Los Angeles, New York, Amsterdam, Brazil, Quito, Bogota and Miami, where our headquarters are located. We are also run a distribution company focused in the Consumer Packaged Goods industry servicing supermarkets, convenience stores and the food service industry with our own brands.◾Overseeing the commercial team performance and EBITAD results of all companies of the group, located in several countries and different within the United States.◾Design and implement compensation packages and KPIs aligned with each companies’ service structures and forecasted goals.

ICN is a logistic center and freight forwarder Dba CPS, which is Courier company located in Dominican Republic. CPS’ customers in DR used our address like a PO Box, where we receive all their mail and packages and then consolidate, verify, and export all packages by air in special air containers that we load and ship them every day, in compliance with the Transportation Security Administration (TSA). ◾At the end of August, I received the operation with a 10-calendar day delay and processing about 40 shipments per months equivalent to 8-10 containers per week, and after several changes, process improvements and inclusion of KPI and production incentives, by mid-October we were delivering 15 containers per week.◾After getting the operation up to date, we are even able to process same day shipping of about 68% of all packages received on the same day and before 1PM.◾For the peak season of last December, we had gained our customers’ trust in the service which allowed us to process and ship 85 containers only in this month, which became the highest production month in 30 years of service of the company.◾By introducing new metrics, incentives, and controls, we were able to increase our sales in Dominican Republic and the company has been able to create promotions and loyalty programs for their customers abroad.◾Also were able to increase EBIT and reduce the operation cost per shipped pounds overall, and despite of the increased costs of freight due to fuel surcharge that recently have been applied by the airlines, which has allowed us to remain very competitive in the market.

Group 1 Automotive is an international Fortune 500 with dealerships and collision centers in United States, United Kingdom and Brazil. Here as Audi North Miami, it runs the biggest loaner fleet of all Audi dealers in the Southeast Region of the US, with 130 units in only one location. Responsibilities as manager includes all loaner customer service operations and fleet management control of the units assigned in the dealer.◾ Audi Care Program establishes several KPI’s which includes the maximum waiting and service time during their visit at our service shop, so the process of preparing and delivering the Courtesy Vehicle is critical◾ Received a fleet of 108 with an average occupation of 87% average in the prior 6 month, and 2 months after assuming control of this operation, occupation has registered and average over 97%◾ Introduced drastic control policies in order to establish a follow up process of units out of service and in shop, for maintenance and repair purposes, which allowed us to put units back in service faster and improving the cycle ratio, from almost 6 days down to 3.7 days ◾ Increased the sales of units volume of the fleet while in service, from 8 to 10 per year to 3 vehicles per month, which has allowed us to sell our units at higher prices, by uploading the information of each unit on our sales website with better pictures and updated information of each unit◾ Reduced our operating costs by making sure that we keep the units in better conditions so the Certified Pre-Owned process goes smoothly and with less repair investments at the end of the Lease Plan that we have, and also we have reduced that unsettled accounts of gas, tolls and traffic violations by updating our customers’ profile specially with the credit card information ◾ Since December our Department has been able to achieve all KPI’s benefits that are under our control and for every month YTD

◼ Commercial Manager – Trading Division Jun 2012, South Florida & Caribbean ◼ Operations Manager – Sep 2006 – Mar 2008, Santo Domingo, DO Led all operations of the logistics and distribution center, specializing as a 3rd party outsource solution for warehouse operations, management and logistics services to our clients. Offering also trading business solutions including annual business plans, logistics, B2B relations and sales strategies, to turn around business operations, with the goal of driving increased revenues and decreased costs, managing physical inventory, annual budgets and quality process controls.◾Responsible to assure quality process and accurate timing for all shipments, including customs processing, sea-air-land transportation in compliance with local authorities equivalent to TSA and DOT.◾Grew business 30% with a 95% annual space occupancy while reducing costs $120K by strategically investing in logistics structure, and moving organization from 6 to 16 employees and one to 4 trucks within 3 years◾Act as agent to 5 international companies in the negotiation of all contacts and coordination of shipments from port of export to customer distributors and end-users◾Championed export activities for Commercial Metals Co. becoming largest exporter to the DO, as a result of shipping over 20K metric tons per year from zero export history, managing annual sales contracts of +/-$18MM for a steel business, negotiating 2-3 shipments monthly◾Generated $4.3MM in annual revenue after conducting market research and implementing strategic initiatives, with our distribution network and focused in entering the automotive battery business◾Started a line of business from zero to $1.1MM in revenue in 4 years, by conducting B2B inside and outside sales strategic initiatives and building a network of contractors in the lightning prevention systems industry◾Capitalized in the challenging industry of automotive glass and lubricants securing +/-$740K in annual revenues

An Automotive and Motorcycle Aftermarket Parts Importer with 140 employees and $26MM in annual revenues. Accountable for all business strategies and execution, with direct supervision of Sales, Marketing, Customer Service, and Demand Planning Departments.◼ Grew revenues from $15.9MM in 2008 to $26MM in 2012 through strategic leadership, driving a culture improvement and business development initiatives◼ Cultivated and deployed branding strategies, with the creation of several private labels in different categories through demand research and planning resulting in regional market expansion and customer base growth from 2,000 active customers to 3,200◼ Reduced portfolio SKU from 26K to 19K in 4-years by eliminating inactive inventory and establishing an aggressive marketing and sales plan to eliminate heavy weighted inventory and clears spaces which increased cash flow as a result

◾General Manager – Yamaha Motor Division January 2002 – August 2006◾Government & Corporate Sales Manager January 1998 – January 2002◾Sales & Marketing Manager – General Motors Division April 1995 – January 1998An Ambar Groups company among the largest Automotive Group in the Caribbean which also included Motorcycle and Construction Equipment operations within the region. Directed operations with full P&L accountability up to $150MM, with 32 direct reports, and dealer network development for automotive, motorcycles, golf carts, power products, tires, batteries and parts. Led complex sales negotiations and contract management for government institutions and high-profile customers. Oversaw all marketing and communication strategies of the GM brands represented in the country.◼ Reduced overall inventory costs and stabilized overstock conditions in under 14-months, as a result of market research and implementation of strategic planning initiatives with our dealers and distributors◼ Established business unit as most profitable having the highest ROI and 11% P&L with the highest EBIT, inventory rotation as financial ratio and lowest logistics costs.◼ Grew sales from $18.4MM in 2001 to $22.8MM in 2006◼ Created loyalty program for all brands like GM, Nissan, Infiniti, Suzuki, Doosan & Massey Ferguson with corporate customers and government institutions resulting growing sold units 167% breaking sales records YOY ◼ Grew sales from $18.4MM in 2001 to $22.8MM in 2006

A franchise business company operated by the Ambar Group in the Dominican Republic. Accountable for nationwide car rental business, P&L structures, management of 70-employees, and 16 locations with multi-functional sales, customer service, operations, and maintenance team operating 800 vehicles in the fleet.