Felipe Alfaro Email and Phone Number

BANISTMO (financial sector / www.banistmo.com)• Achieved ROI of 6.4:1 by developing a customer-driven strategy focused on enhancing profitability and product penetration per customer in the enterprises and government banking sectors. This involved customer segmentation, defining the potential and objective portfolio for each segment across various sales channels.• Increased customer engagement by 197%, while tripling leads generation, centered on commercial management model to raise effectiveness of contact and sales closing.• Designed and set up for operational, tactical, and strategic KPIs, implemented dashboards, reports and tools using Microsoft Power BI and Power Apps to effectively manage and optimize results.

AGROSILOS (manufacturer and consumer goods sector / www.agrosilos.com.pa)• ROI of 3.2:1 increased 17% in product portfolio penetration in the retail channel (DTT) and 4% in supermarkets (UTT), focused on sales force productivity and improved commercial management models that promotes cross-selling, active supervision, and results-based accountability. Provided shoulder-to-shoulder support to sales personnel through theoretical and practical coaching.• Increased efficiency by redesigning procurement process, supplier negotiation, warehouse and inventory control, distribution, and back-office support, improved 25% in warehouse inventory reliability and 5% reduction in transportation cost. Additional, enhanced procurement service levels (both internal and external) by 34% through the implementation of purchase order tracking dashboards and procedures.

GRUPO MAVESA (automotive sector / www.grupomavesa.com.ec)• ROI of 6.1:1 created commercial strategies, providing active supervision on sales executives and monitoring key indicators such as productivity, calls, customer traffic and quotations. Resulted in a 5% increase in commercial sales and 37% growth in service center and spare parts. Conducted training for the sales force to standardize business process, ensuring adherence to sales protocols such as scripts, objection handling, and sales stage progression. Established a CRM database and system to monitor sales funnels and pipeline status of units through the commercial End-to-End process.• Implemented a demand planning process that improved On-Time-In-Full by 9%, Fill Rate by 44%, requisition orders processing time by 55%, and purchase orders time by 58%. Reduced obsolete stock by 43%.

GCV TECOPESCA (manufacturer and consumer goods sector / www.gcv.ec – www.tecopesca.com)• Enhanced cash flow and optimized financial ratios efficiency. Redesigned expenses and budget system.• Reduced customer service times (both internal-external) by standardizing procedures related to financial statements and accounting policies. Introduced Service Level Agreements (SLAs) metrics to visualize and improve financial performance.

BANCO PICHINCHA (financial sector / www.pichincha.com)• Redesigned and documented critical financial processes, including origination, credit analysis, processing, and disbursement, aimed to simplify procedures and expedite service time.

ECOM TRADING (manufacturer and consumer goods sector / www.ecomtrading.com)• Achieved ROI of 5.6:1, optimizing costs and ensuring budget compliance for engineering projects. Implemented control over project evaluation and execution models. Established multidisciplinary technical committees to coordinate accurate planning, start-up, execution, and project closure.

ECOM TRADING (manufacturer and consumer goods sector / www.ecomtrading.com)• Achieved ROI of 3.7:1, leading to a 52% reduction in tolling cost and a 15% decrease in production cost.• Increased production volume by 28%, achieving a 20% gain in coffee extraction efficiency by leading active management of production scheduling, designed an active supervision model, introduced floor control tools and indicators such as Time, Speed and Quality, optimizing plant capability by 21%. Developed a preventive maintenance plan and life sheets for equipment, establishing standard times for execution and follow-up.

GRUPO VINTE (construction and real estate sector / www.vinte.com.mx)• ROI 2.7:1 developed a technical productivity model, resulting in 32% reduction in construction drawings time.• ROI 6.5:1 reduced 27% construction cycle time, direct impact in cost and project profitability.

• Conducted in-depth studies and offered strategic oversight for all production and operating processes at an animal nutrition facility (manufacturing plant), focused on ensuring safety, quality, operational effectiveness, and financial performance.

• Young Professional Program & Production Leader: Led project execution to decrease paper waste cost valued in $3.5MM MXN annually. Implemented active supervision over 10 converting lines for tissue rolls, increasing productivity and efficiency. Improved yield to minimize waste, controlled process variables, and changeovers to reduce unscheduled machine downtimes. TPM-continuous improvement leader and Proficy (GE Fanuc Intelligent Platforms) Key User.