In Nov 2012 Eaton adquired Cooper industries

PRESIDENT MEXICO OFFICE Responsible for the Mexican Operations, 75% of mi time dedicated to the commercial area and 25% to the administrative.Direct reports 1 Finance Director, 4 channel sales managers, 1 marketing manager and 1 assistant. Total personal 32 employees.ACHIEVEMENTS:Establish commercial strategyDivide Sales force into sales ChannelsImplementation of incentive plans for sales and administrative personnelEstablish rebates for distributors if they achieve sales goalsSales 2009 100% of business planSales 2010 115% of business planISO 900 certificationImplementation of SAP

In charge for the Electrical Business Unit. Main functions: Negotiation with foreign suppliers (mainly Chinese) of purchase conditions. Determine product lines to develop after marketing research, Work with QC people for the development of the specifications and testing methods that fulfill the Mexican regulations to commercialize the products in the Mexican Market. Direct reports: 1 Senior Buyer, 2 Jr. Buyers. 1 Assistant, 1 Planner. Indirect reports: 1 Business developer and a 1 quality inspector in the China Office

30% Sales increase of the electrical product segment in the first 10 months. In charge for the following sales channels: Electrical, Corporative accounts, Locksmith shops, Construction, and Automotive aftermarket. Develop 3 costumers with a sales average of $100 MUSD per month. Direct reports: 1 Manager of locksmith shops and 1 Salesman of electrical distributors.

ACHIEVEMENTS:I implemented an innovating change in the commercial policy in the electrical market, defining the commercial conditions of all the clients based on 4 main variables: 1. - Total annual volume of purchases, 2. - Volume of purchases by product group (Scales), 3. - Special discounts by fulfillment of sales objectives and 4. - On time payment rebate. Obtaining with this a position of serious company in the allocation of prices and reinforcing the loyalty of the clients.

ACHIEVEMENTS:I reconstructed the automotive channel, from the hiring of the KAM to the negotiation of costs of transference and the levels of price and mixes for the distributors (Aftermarket). Changing with this a losing channel in Contribution Margin of $700 MUSD to a winning channel in Contribution Margin of $2,000Musd. I introduced a commercial policy of growth plans with the key distributor to assure the volume and the mix in exchange for rebates against the fulfillment of objectives. Assuring with this 50% the invoicing in the wholesale channels of distributors. I established a methodology with specific points for the revision of business with key distributors. I revitalized the sales organization by separating the less effective salesmen, contracting and training people without experience in the market but with a high personal energy, having like result a dynamic and competitive organization.

ACHIEVEMENTS:Consolidate the relation with the clients of the central region of the Mexican Republic taking my best practices to my subordinates. I established QMI (Quick Market Intelligence) like one weekly meeting for the revision of sales performance of each salesman at costumer level.

ACHIEVEMENTS:50% sales increase in my first year in GE. I established meetings of business revision with the key costumers to inform them their performance in sales targets. I was the first salesman in receiving stock options by the good performance of sales.

During my 7 years in Aceros Nacionales, I thoroughly occupied diverse positions beginning in the production area the first three years knowing the manufacture processes of the wire drawing in cold, reason for which I was invited to participate in the area of technical sales, beginning in Guadalajara and returned in 1995 again to Mexico City. 6 months later, I was promoted as branch manager having the responsibility of 25% of the total sales of the company.