Associate Director leading the Growth and Commercial Strategy practice. At Tandem we help our clients make high-impact, growth and productivity decisions. We develop organizations to decide more and better, and we leverage data to optimize the way decisions are made.We have worked on over 1,100 projects with more than 250 clients across 30 countries and 5 continents, which gives us a practical perspective to seek data-focused solutions with the sensitivity of our consultants.

Responsible for helping our customers with commercial strategies to accelerate their results with the help of proven professionals and methodologies to tackle on the challenges and elements required to achieve sustainable growth. Our customers are in southeast Asia, Latin America and Europe.• Optimized portfolio by 28%, enhancing overall market profitability through strategic SKU management.• Generated savings of 10% in the trade promotions budget by identifying key promotions and designing successful future campaigns.• Boosted Lead to Sale conversion rates by 50% through the implementation of advanced processes andtechnologies.• Launched a Credit Department within a proptech environment, introducing a new business vertical thatcomplemented the platform's real estate offerings and diversified its service portfolio.

Responsible for strategizing and executing initiatives to secure funding for a Private Equity group specializing in minerals and water projects. My role involves identifying potential investors, presenting investment opportunities, and facilitating capital acquisition to support the fund’s strategic objectives. Additionally, I leverage my industry expertise to broker deals and develop commercial opportunities, particularly in selling water well projects to government entities, real estate developers and bottling companies. My responsibilities also include maintaining relationships with key stakeholders, understanding market trends to optimize investment appeal, and ensuring compliance with financial regulations.

In charge of the business development and growth of two startups acting as General Manager with full P&L responsibility. Responsible for the implementation of processes, business growth, strategic and commercial plans and in charge of hiring and building the team for running each of the startups.• Achieved sales growth of 5X (3 quarters in a row), with the implementation of an expansion plan and sales strategies, pricing strategy and effective customer acquisition activities doubling our customer base and achieving lifetime value extension of current customers.• Optimized Contribution Margin by 15 points. Led a reconfiguration of the portfolio, prioritizing best-margin categories, implemented ROI per initiative using analytics, optimized promotions.• Expanded the team from 5 FTEs to 50 FTEs. Led the expansion of the operations team and sales force to increase the regional reach of the company to 5 cities.

Reporting directly to the Country Director and functionally to the Chief Commercial and Digital Officer, leading a team of 50 direct reports and 360 indirect. CAPEX (US $160 M). • Revenue growth of 4.5% (CAGR 18-20), with the implementation of over 100 initiatives per year, the evolution of our segmentation model, new service models and strategic investment in the point of sale we were the fastest growing business unit in LATAM. Despite the pandemic, we achieved EBITDA growth 5% in 2020.• Optimized Direct Market Investment and reduced spend down from 6.8% to 5.3% (as a % of sales). Led a reconfiguration of the investment, prioritizing initiatives, implemented ROI per initiative using advanced analytics, optimized promotions, media, sponsorships, among others. Delivered savings in the marketing budget by US$25 M• Improved distribution route productivity by 15%. Led the implementation of new service model of Dynamic Routing on 1,100 routes, as part of the digital transformation, leveraging real time GPS tracking technology.• Customer Segmentation initiative - increased sales 2.1% across traditional trade customers. Implemented a new segmentation model focused on Value to Market for traditional trade, leveraging on Lifetime Value of the customer, resulting in a better ROI per customer.• Category management initiative - increased sales 5% across traditional trade. Led the implementation of a Category Management initiative for the traditional trade, reducing SKUs (Stock Keeping Units) on average of 200 per outlet.• Distribution initiative - increased sales 5.8% across rural markets by redefining the marketing strategy, innovating, and creating a new service model while optimizing market investments.• Logistics productivity initiative - improved safety and efficiency of our delivery department across the rural markets by reorganizing and restructuring, resulting in a reduction of 2.5 man hours/head while simultaneously increasing sales by 1.4%.

Reporting directly to the Chief Marketing Officer, leading a team of 12 direct reports and 14 indirect. Responsible for the design and implementation of the commercial strategy for Mexico, Ecuador, Peru and Argentina, responsible of a US$60 M CAPEX budget for cold equipment.• Facilitated the acquisition of Coca-Cola Southwest in 2017. Responsible for the integration of a single commercial strategy across 5 legacy M&A, including the design and implementation of commercial best practice procedures and policies, convincing the SLT and launching the model, becoming the base for future acquisitions.• Reduced the regional execution gap from 38 to 4.3 points in 3 years. Implemented a 3 day commercial summit for all the sales managers and the commercial team where we outlined the strategy for the year and presented the winner of the Fundamentals Cup (aligned to the most important KPIs for the business) allowing us to win several Global Commercial and Customer Leadership awards.• Supported a 4.7% increase in sales in traditional trade. Design and implementation of the Customer Love Score, an annual survey for our customers with 46 indicators to measure our ability to be the best commercial partner for our customers. The CLS was then rolled out to the rest of the countries. Today this is one of the KPIs for the performance bonus for the entire commercial team.

Reporting directly to the Revenue Growth Director, leading a team of 3 direct reports. Analysis of the beverages industry in the countries in which we operate, gathering of data from internal and external sources, Price elasticity, packages cannibalization and mix shifts analysis, revenue and contribution margin per package, segment and Brand. Responsible of the sales estimates for 1-5 years for the strategic planning of the company and the lead manager for the Business Plan in Mexico.• Avoided a drop in sales* of 3.3% with EBITDA of 4.4%. Strategic planning and implementation of the pricing strategy for the IEPS Tax, including weekly reporting of price compliance and talking points for the sales force. *Initial projections were -6.1% in sales and -4.4% in EBITDA. • Improved contribution margin by US$5M by standardizing margins. Design and Implementation of the RGM (Revenue Growth Management) metrics and capabilities, having the first certified pricing professional team in the System and using analytical and conjoint analysis to build our own price model.• Generated additional revenues of US$20M in the On Premise and rural markets. Implementation of price segmentation, with analytical tools. • Led the first advanced analytics project which Microsoft and Neal Analytics to build a model from 200 external and internal variables to project daily sales.• Led the due diligence and take-over team in the commercial department for the acquisition of the operations in Peru, resulting in additional revenues for US$32 M.

Launch to market of new products for the soft drink category, design and implementation of promotional campaigns, local media programming and hiring. Responsible for the process of marketing strategic planning, implementation and monitoring of demand generation plans and the purchase and budget of promotional material and point of sale investments.

Planning for new products launch to market, monitoring of strategies in the market, analysis of sales and share of market.

With a direct team of 70 people that served the channels of supermarkets, convenience stores and on-premise customers. Responsible for the service to Key Accounts customers. Negotiation with customers to design strategies to gain share of market and improve sales.

In charge of the sales estimates and sales reporting for the sales team of the distribution center. Led the implementation of the new customer segmentation model for a better service to our customers and profitability.

Profesor universitario invitado para la materia de Procesos de Comercialización.