Felipe Vargas Arraño Email and Phone Number

- Drive the expansion and development of new businesses, achieving record sales and profitability in 2021. Double the organic growth of the business in 5 years by diversifying the portfolio and strengthening strategic alliances.- Build a high-performance team, leading in challenging contexts, always maintaining high morale, ensuring cohesion and commitment. - Lead the cultural and digital transformation, focusing on process restructuring to clarify roles and optimize efficiency. Additionally, we are implementing a new ERP system alongside a change management program. - Develop a new S&OP model, driving innovation in the commercial and operational planning process, raising the service level by 7 points. - Lead the business recovery after a failed logistics operator transition, balancing the corporate role with day-to-day operations. I immersed myself in the operational aspects of the crisis and negotiated an agreement for the losses.

- Develop distribution channels with double-digit sales growth between 2015 and 2018, implementing a strategic plan that redesigned commercial agreements, negotiating distribution increases in key categories.- Redesign the structure of the commercial area between 2015 and 2016, forming empowered teams and fostering a winning culture that boosted performance.- Promote the first high-impact campaign for Dilmah, investing 6% of sales in marketing with a 360 approach. The activation in mass media achieved a SOV double its market share.

- Reposition the Scott brand, focusing on increasing penetration and bonding, achieving an SOV that exceeded its market share by three times.- Redesign the Route to Market and the pricing strategy, implementing a specific investment per distribution channel. This strategic approach transformed the go to market, achieving a more effective penetration in the traditional channel and increasing weighted distribution by 20 points nationwide.

- Lead the design and implementation of the “Joint Business Plan” models, “GBI” and “EDLP”. In GBI, the goal was exceeded by 200%.- Walmart awarded KC as Best International Supplier for the second consecutive year. In addition, Best Supplier in China (2012), Chile and Canada (2011).

- Consolidate the business relationship during the transition from D&S to Walmart, with a weighted sales growth of 13% and 19% in Customer Contribution.- Walmart awarded the team: 'Best Food Product 2010' and 'Best Supplier 2011'.

- Increase coverage of low penetration subcategories via cross merchandising and alliances, achieving a tripling of results versus the plan.- Lead the pre and post evaluation analysis of promotional activities, focusing on continuous improvement and ROI optimization.- We received the 'Best Practice of Modern Trade LATAM' award in 2005 and 2006.