• Defined new RTM (Route to Market) and strategic “Levers” to guide day-to-day activities.• Automated order entry process (increased from 38% to 65%).• Implemented VSR (Variable Sales Remuneration) program.• Improved Last Mile delivery.• Developed and implemented Customer Focus Project.• Transitioned organizational structure from regional to channel-oriented.• Created new roles (Channel Partner Developer, S&OP Analyst, Indirect Sales Coordinator, and Marketing Specialist).• Strengthened Application Engineer role and team.• Implemented Sales Reps model in Mexico (grew from 0 to 10 sales agents in 1 year).• Achieved horizontal (net growth 7.0% YoY) and vertical (net growth 2.1% YoY) distribution.• Harmonized commercial policy for cross-border customers.• Created rebate program for Channel Partners.• Implemented first Tool Management contract in Mexico.• Improved “Q Pulse” survey scores on “Future Vision and Leadership” and “Diversity and Inclusion”.• Developed and kicked off master plan WMX600 to double company revenue in 5 years.• Fostered a collaborative culture in Mexico between Walter and FMT teams.

• Held full profit and loss responsibility.• Conducted the merger between Dormer and Pramet.• Developed and implemented strategies for revenue and profit growth.• Executed short and long-term marketing strategies.• Created a new segmentation model (later implemented worldwide).• Improved efficiency and cost-effectiveness through process improvements.• Analyzed financial reports to track progress in achieving business objectives.• Developed high-level key client relationships to grow the customer base.• Identified, drove, and supported change management for continuous improvement (created new roles in Internal Sales, Technical Promoter, and KAM).• Recruited, developed, and managed staff performance (created variable salary program).• Developed new commercial policy.• Improved horizontal and vertical distribution.• Served as a board member in Brazil with direct reporting to the president of the PA.• Achieved double-digit growth during the last 4 years.• Implemented new RTM in Argentina.

• Modified the Route to Market for products produced outside Brazil, reducing lead time and increasing GP through tax reductions.• Developed new commercial policy.• Improved horizontal distribution in Colombia, Peru, and Chile.• Established new local Route to Market in Chile.• Started business operations in Uruguay and Bolivia.• Enhanced distributor relationships, becoming business partners.• Improved vertical distribution.• Developed and implemented a new price list for the Argentinean market.• Achieved a 40% sales volume increase in the first year.

• Managed full responsibility for Dormer businesses in Argentina, including sales volumes, A&S budget, pricing strategy, GP, distribution channels, and promotional strategies.• Modified the Route to Market, reducing delivery lead time from 40 days to 6 days for application products.• Restructured the organization in Argentina to reduce costs, improve service levels, develop new marketing activities, and increase sales volume.• Launched the A002 under the "Drilling Revolution," achieving 120% growth in sales volume for this product line.• Enhanced distributor relationships, becoming business partners.• Achieved a 140% sales volume increase in 4 years.• Improved local GP by 12% (+48%).

• Developed four brands (Irwin, Lenox, Twill, and Bernzomatic) in the national territory, focusing on brand, product, distribution, sales promotion, and pricing strategies.• Made key strategic decisions through fieldwork with importers.• Achieved national sales goals and efficiently managed CIA resources.• Increased sales volume by 40% in the last year.• Developed the modern channel.