Employees # 160 : Site in Argentine- Creation of new organizational and staff functions for employees- Reengineering Call Center Operations + 58% increase recovery levels by telephone agent - 12% reduction agents with low performance + 8% improvement in time management call center- Development and implementation of new processes in Back Office- + 45% Increase in Financial income (by Agent Telephone)

Employees # 800: Site in Argentine # 300 and Site in Paraguay # 500- 48 % improvement in billing / revenue- 40% improvement in gross income- Develop the regional expansion (LATAM) of Call Center Operation- Improved personal relationship staff employee vs telephone agent- I plan and I lead in standard COPC certification- I do reingenieria in financial processes to increase the level of daily/monthly cash flow

Employees: # 12 (internal employees) and # 215 (contracted employees)- Achieved a 30% improvement in credit losses budget compared to Plan.- Developed and Implemented action plans to restructure all the collections process in order to contribute to P&L.oDevelop and Implement Score Model to improve 15% early collections buckets (Impact in customers with 1-60 day past due)oDiversify the process of front end collections bucket based on an analysis cost-benefit operational.oImplement a variable compensation fees for external agencies based on different level of recovery plan.oDefine new methodology of work for executives of business for the collections unit in the late buckets.- Defined and Implemented the BPO Center in order to support business growth.oDevelop sales flow chart, to increase 25% revenue plan based on call center operations. (over business plan)oImplement Welcome Calls to contribute to improve Behavioral Score (First Payment Default)oProcess reengineering in the customer attention operation (Service Level. 85% vs 89% Avg. performance last 7 month)- Constantly analyzed and controlled operating costs; 8% reduction vs. Plan.

Employees: # 65- Analyzed and Developed process of reengineering to optimize calls centers operations in order to contribute to improved business plan in 20% (increase productivity and reduce operation costs).- Leadership Collections Optimization Process, in early buckets- Define and Implement Legal Strategies- Manage and Control Collections Operational Cost- Re-define variable compensation for the key positions- Develop and Implement Training Program for Collection Area

Employees: # 35- Contribute to put a Company into the “top ten” of wine imports in Colombia.(Sales Growth of 111% in 2007 over 2006)- Developed and implemented variable compensation for sales and collections teams, decreasing 15% the cost line.- Responsible for processes Administrative, Financial Control and Human Resource.- Developed and implemented procedures and policies for all the Company.- Review and optimize the businesses strategy for each product.- Developed and restructuring financial processes, and increase 148% net income in 2007 over 2006.

Employees: # 250- Responsible for implementing the North Cone Regional Collections center in Latin America (Colombia, Panama, Dominican Republic, Peru & Venezuela).- Created and implemented “Risk Mitigation Programs” decreasing delinquency levels in 12%.- Developed and lead first “Voice of Customer” survey for the center in Latin America; increasing 4% customer satisfaction.- Personally established a variable compensation program for all the positions based on key metrics and efficiency measures; 15% improvement in worker moral and dollars collected.- Analyzed, monitored and consolidated budgets for 4 countries; improvement of 6% over plan’s expenses.- Increased call center productivity metrics; 25% over previous year.- Developed and implemented testing policies, procedures, and methods to assure proper operational control of the Portfolio being managed.

Employees: # 85- Achieved a 30% improvement in credit cost budget compared to Plan.- Responsible for coordinating and executing portfolio sale.- Implemented continuous flow chart, to reduced processes defect.(STD 10% vs. Actual 2%)- Constantly analyzed and controlled operating costs; 7% reduction vs. Plan.- Achieved Employee Satisfaction Survey (Rate. 81% vs. 56% previous year)- Personally established a variable compensation program for all the positions in the Area based on key metrics and efficiency measures; 20% improved worker moral and dollars collected.- Increased call center productivity; 41% over previous year.

Employees: # 71- Achieved a 20% improvement in credit cost budget compared to Plan.- Prepared action plans to restructure all the collections organization & process in order to support the business growth.- Developed strategies to increase efficiency of collections processes.- Effectively planned and implemented processes and procedures for internal Units; obtain the audit certification.- Developed re-engineering tools to optimize structures / processes and controls.- Created and directed a business task force in order to reduce Mortgage exposure and potential losses.- Achieved Employee Satisfaction Survey (Rate. 79% vs. 75% STD)- Developed and utilized a Quality Monitoring system to reduce the customers defects rate. (STD 10% vs. Average Result 3%)- Successfully implemented Collections Operations transition to Argentine Collections Center.

Assistant Manager; Call CenterEmployees: # 50- Promoted to new country assignment- Effectively train and supervise a team of 31 in call center operations.- Responsible for writing and implementing a script for each unit of collections.- Utilize a relational database to register, profile, and track customer and call status.Assistant Manager; Training & StrategyEmployees: # 5- Promoted to new position.- Developed and produced cost-benefit analysis to measure all the strategies.- Prepared performance indicators and expenses reports for the Managers & Director.- Devised and implemented a training program that increased performance and decreased turnover.