Victor Borda Email & Phone Number

Mexico City, Cdmx, Mx

México

Lead Sales team to conquer new opportunities in the market.

Área Metropolitana De Ciudad De México

Design the strategy to break penetration barriers in Fragmented Trade in México. This strategy works in 2 ways, discover new players to complement our direct distribution model and increase our geographical coverage. This new hybrid solution will help to get more reach at a better cost to serve, this will fuel the work in the quality of distribution part delivering the first traditional trade perfect store model, focusing in portfolio, display and customer engagement with our Brands. The enablers for this strategy is a Digital Roadmap for Direct Distribution model with better digital tools to add value and work closely with Global teams that help with perspective and resources to deliver a winner model.

Área Metropolitana De Ciudad De México

Create the On-Premise Strategy to increase reach and frequency of our consumers when they visit this channel. This role was responsible of the creation of Foodservice Channel, integrating Turin Foodservice (Pastry and Culinary) and New Transactions Team (Cinemas, E-Comm and QSR). This new channel played role of Growth powerhouse for LAN business delivering high double digit Growth vs 2019. Enabled by improving our quality of distribution in current cinemas customers and increasing it with new top category customers such like Amazon, Mercado libre and Krispy Kream. In bottom line Cost Push in Turin Business was huge risk to maintain our profitability numbers, we Protect the Turin Business MAC rationalizing 50% of our portfolio, recovering volume with better distribution of profitable core sku´s and SRM prices Strategy take place in 2021. Also, our Brand Royalties business was updated with better negotiations and new product launches like Conejos Ice-Cream business with Unilever that helped maintain our bottom line healthy.

México

Develop and Led 5-year Path to Profit Strategy for Modern Trade Business that closed 2016 with double digit negative Earnings. This turnaround Strategy balanced between customer/consumer centric approach and get Value of our investments. Enabled by New Channel/Customer Multifunctional Teams we managed to increase Perfect Store levels through better Product Availability activating customer planning collaboration, we improved Service Levels +12pp that directly helped our MAC and Earnings, this led to more hotspots in consumer journey, this sales uplift helps us to increase our Share of Market and get Modern trade Leadership in Nielsen. Through Strategic Channel Management and SRM we focused our energy in 2 top customers with high trade investments, and renegotiate new ways of investing, this helped our MAC improvement. Finally, we highly invested in Merchandisers OVH vs NSV. We digitalize the execution team with better tools and data to be more efficient in their routing. In the first 2 years we were in X% vs NSV, with Laser Focus

Ciudad De México Y Alrededores, México

In 2016 Modern Trade Customers Rated us Last in Supplier Survey in Category Leadership. This position owned perfect store and our first scores where very low in planograms. As a team we decided to invest in a new Category Team to co-pilot category performance with top customers. I was responsible for bring this capability to the Unit and start the journey. My strategy centered in bring the best talent and best tools to add Value to customers and consumers. I influenced the organization to combine Mars Chocolate and Mars Wrigley resources to create the first One MARS category team. This helped us to target better talent, invest in better tools and have 1 category advice as One Mars with customers. A huge Enabler for this journey was the support of Global team that helped me with trainings and customer engagement with face to face meetings. The result was we got 3 out of 5 top captaincies in our SCM top customers. We also Launched Category Vision in México, we influence S&OP process in order to create new portfolio to develop our future consumption occasions and match seasonality’s calendar of our customers. The result of this was that our Celebrate and Connect portfolio in Walmart passed from X% to X% of share of sales vs Immediate consumption. This brought our brands alive in the aisle and seasonal tables during the year, improving perfect store scores by 10pp.

México

Accountable for create the Route to Market model to help us win in the different POS in modern Trade through perfect execution. The model contemplates the implementation of the correct sales metrics, pay plans, display benchmark and sales force design. Implement Military execution, to increase probability of consumption of our brands throughout National Territory.

Ciudad De México Y Alrededores, México

Redesign route to market for traditional channel. Wholesalers and Detail (M&P´s) distribution model.

KAM for national accounts located in the center-north of México.

Monterrey Y Alrededores, México

Develop physical availability in Traditional Channel through wholesalers and distributors.

Ciudad De México Y Alrededores, México

Customer Engagement develop for wholesalers in Mexico City. Growth and Strategy plans for the 30 most important clients in Mexico Valley.

Ciudad De México Y Alrededores, México

Step change for distribution model, form DSD to ISD. Develop new distributors to get the product in detail (M&P´s)

Naucalpan De Juárez Y Alrededores, México

Execution improvement through discipline model. Traditional And Modern Channel.

Los Angeles Y Alrededores, Estados Unidos

Execution Improvement in regional Chains. Display Design and implementation.

Maestro, Mercadotecnia

Activities and Societies: Seleccion Nacional Mexicana Football Americano

Ingeniero, Industrial Y De Sistemas

Activities and Societies: Capitan del equipo Borregos Salvajes de Football Americano