Supporting companies that want to be part of the future of sustainable agriculture through technology.Focused on business strategy, commercial stragegy, market entry, go to market strategy, coaching

Member of the Executive Committe and Board of DirectorsEngaged in defining company strategyDefined and rolled out launch plan of first Biofungicide in the US and EuropeLed all business development efforts to maximize technology platform footprint and access

Engaged deeply in the definition of the Company Strategy, member of the Leadership team and regular contact with board membersSet up the Global Commercial Strategy and defined the organization required to winSuccessfully launched Source, building a commercial network and sales/marketing/technical team with the result of product selling outSucceeded to sign multiple deals in the Crop Enhancement and On demand breeding platformsSet up stage gate processes

Responsible globally for the Soybean Seeds and Trait Global 20 year Crop PlanLeader of the Global Soybean Crop Team

Responsible for branded and licensing operations of Bayer CropScience's US Soybean business

General Manager, in charge of the corn and winter oil seed rape business with direct responsibility of marketing, sales, product management and technology development and supervision of HR, finance, accounting, corporate affairs and customer service.The seeds division was created in 2009 and faced several challenges. To address these challenges we defined and clearly communicated our strategy, redefining responsibilities and reorganizing teams wherever necessary.Our main goal has been to reestablish confidence inside our team and of from our customers, which we have achieved largely.We have attracted new talent, thus improving the quality and presentation of our products drastically.The results after the first fiscal year are sound: we have exceeded our budget 2011 and have a great 2012 ahead.

Leading a team of 9 sales reps and 30 agents with sales of corn and sunflower seeds and chemistry of $40 M per year.In 2003, a “customer focused” strategy was put in place which led to redefine responsibilities, analyze the capabilities of teams and people and review distribution deeply.The project was put in place, we implemented a CRM system and a work methodology with 100% customer focus.We replaced 25% of our agents with new ones that had the ability and willingness to do the required activities.As a result of these changes, the sales region achieved its goals two years in a row.Additionally, I worked with an external coach to develop mi leadership skills.