Developed and implemented the Operations Strategy to achieve cost reduction and optimize processes in imports, warehouse management (including receiving goods, storage, inventory management, and order preparation), and last-mile delivery. Managed financial and budgetary aspects, including CAPEX. Negotiated contracts and service agreements with logistics providers, customs agents, and clients. Oversaw risk management. Served as General Manager and Legal Representative for Costa Rica, leading a team of five direct reports and over 25 indirect reports for a 24/7 operation.• Reduced storage costs by 95.6% by leading and executing the consolidation and relocation of operations to a new warehouse.•Decreased last-mile transportation costs by 300% by implementing a route optimization strategy.

Lead the Marketing, Digital, Communication, Design, Demand Planning, and Procurement & Imports departments for an operation with annual sales exceeding USD 10 million, managing a team of 7 direct reports and 9 indirect reports. Develop the commercial and communication strategy, including the management of social media and traditional media for the following channels: Catalog, “Avon con Vos,” and Online Store, aimed at exceeding sales, profit, and service objectives. Oversee P&L management, campaign supervision, budget administration, market and competitor research and analysis. Develop pricing strategies and ensure brand identity consistency and reinforcement. Plan short- and medium-term forecasts for over 1,000 SKUs. Define supply and import strategies and policies, as well as negotiate with suppliers and government entities. Serve as Legal Representative before the tax authorities. Present performance reports to the Board of Directors.• Increased profit per order by 30% and average ticket size by 14% by developing and executing innovative commercial and logistical plans.• Improved gross margin by 18 percentage points by creating a pricing architecture and implementing a logistics scheme for product imports.• Increased service levels from 93.3% to 99.9% by automating demand planning and purchasing/import processes through the design and implementation of Plansyst (artificial intelligence), resulting in an additional annual revenue of USD 670,000.• Reduced work capital by 110% between 2018 and 2021 by properly managing and planning the portfolio.

Developed and implemented a commercial strategy for a business generating over USD 60 million in annual sales, leading a multicultural team of five direct reports across catalog and magazine channels, focused on driving sales growth and profitability.• Increased sales by 10%, profit by 21%, and average ticket size by 18% in 2015 compared to 2014, effectively managing the portfolio and executing innovative commercial strategies directed at the sales force and end consumers, while implementing a new pricing architecture.• Increased new product participation against organizational goals by 11% by developing new configurations in DIR Formats (Demo – Intro – Repeat).• Reduced sales costs by 21% by promoting the local manufacture of fragrances and emulsions instead of importing.

Valued the commercial strategy for over 1,000 SKUs by generating decision scenarios that met objectives for accuracy, sales, profitability, and service levels for consultants, within an operation with annual sales exceeding USD 300 million and a multicultural team of 15 direct collaborators.• Increased net sales by 24% (+USD 63 million) by identifying key variables impacting demand for top products.• Generated annual savings of over USD 17 million through recovered shortages and reduced working capital by implementing the Sales & Operations Planning (S&OP) process and trend analysis.• Reduced obsolete product inventory by 93% by implementing the Sales & Operations Planning Process (S&OP).• Reduced stock shortages in the makeup category by 4 percentile points, resulting in a 255% monetary contraction, by creating and implementing the colorimeter tool.

Responsible for generating the baseline demand plan with an 18-month planning horizon for products in the Gerber and Gerber Ingredients businesses by country and SKU, for an operation with annual sales of USD 11 million. Monitored freshness, ensured product availability, reduced working capital, and minimized bad goods, contributing to sales and profitability objectives.• Implemented and led the S&OP process for the Gerber business, establishing Monthly Forecast Review (MFR) and Monthly Gap Review (MGR) meetings that facilitated decision-making regarding sales plans, inventory, marketing, as well as service and financial indicators.• Increased accuracy by 7 percentage points against the organizational target through Lean Forecasting methodology applied to modeling groups.

Delivered courses in Production Control and Statistical Analysis. Advised and consulted with bachelor’s degree candidates on their graduation projects.

Responsible for projecting demand with a 12-week planning horizon for all products marketed in Central America by country, distribution center, and SKU. Identified and analyzed atypical behaviors, trends, and seasonalities of products by country, distribution center, category, segment, packaging, flavor, and profitability.• Implemented and managed the ARETE software for forecast construction, developing statistical modeling groups to enhance forecast accuracy.• Trained software users to maximize utilization, creating a user manual, conducting on-site training sessions, and establishing follow-up meetings that minimized the learning curve.• Reduced the error percentage by 5 points against the organizational target, incorporating the impact of tactics and special events, promotions, and new product launches into statistical models.

Responsible for production planning and inventory control of end products in manufacturing plants for concrete, tubes, electrical poles, and pre-built houses, ensuring cost efficiency and maximum flexibility in the production process, along with prioritizing the distribution of end products.• Implemented a production planning and inventory control system using software based on MRP and MRP II systems (Material Requirements Planning / Manufacturing Resource Planning).• Established production capacity for all seven fabrication plants using the Capacity Requirements Planning (CRP) tool.• Determined optimal lot sizes (MOQ) and assessed safety stock levels (SS) for each product using appropriate statistical techniques. • Achieved a 7% reduction in net working capital (the lowest historical value) by decreasing total inventory by 35% through the implementation of an inventory production and control system.