Guillermo Page - Mba, Msm Email and Phone Number

• Instructor for industry-specific courses at the undergraduate and graduate level, including “Introduction to Music Industry”, “Marketing in the Music Industry”, “Advanced Topics in the Music Industry”, and the program’s Capstone course.• Develop a Capstone course for the program. The course includes two tracks, one focused on entrepreneurship, where students research and prepare a business plan for a venture of their choice. A second one focused on career development, targeting current opportunities in the industry.• Co-develop a non-audition BA in Music Industry degree for the program. Curricula review and course selection. Projection on courses to be developed for the degree. Establish admission and transfer procedures. Evaluate academic and career advising needs.• Faculty advisor to ‘Cane Records, a student-run record label enterprise. Developed label structure and program of activities, advising staff of 14 students.• Actively participating in administrative areas of the program, including program enhancements and strategic vision, recruitment, and alums outreach. Advise students seeking professional opportunities in the industry.

• Provide consulting services to artists, songwriters, record labels, and music publishing companies in U.S. & LATAM territories. Clients based in the U.S., Puerto Rico, Colombia & Venezuela. Create client’s roadmap for market entry and expansion, scouting and pursuing potential artist signings, asset sales, and acquisitions.• Develop marketing strategy, approaching projects holistically, emphasizing situational analysis, tactical development, and execution. At least 35% improvement was reported by clients upon implementation of the suggested action plan.• Furnish analytical insights into rights exploitation performance, increasing results by at least 30%. Identify areas of improvement in existing and recently acquired assets. Key appraised subjects include project review, inventory assets, secondary revenue sources, marketing execution, social media footprint, and online & traditional retail sales.• Evaluate and guide the rights management of intellectual property and new business models. Concentration on uncollected royalties at performance rights organizations, labels, publishers, and online platforms. Assistance in online piracy issues.• Managed content creation for the Spanish language version of The Voice in the U.S. Latin market on behalf of Universal Music. Directly control all activities, including negotiations, budgeting, production & marketing.

• Developed commercial strategy for the start-up venture, including business development, management of CRM system, and customer-facing interactions. Sales increased by 34% YOY, driven by further development of existing direct customers and resellers partnerships. Non-reseller accounts grew by 27% YOY.• Drafted and implemented cross-functional decisions, enabling the organization to achieve its long-term objectives. Ensured all operating functions aligned to meet its strategic and commercial goals.• Established financial procedures for accounts receivable collections, minimizing customer service disruptions and complaints. Reduced outstanding receivables to an average of under 30 days, increasing cash flow for the venture.

• Revitalized strategic marketing division in charge of catalog exploitation for the U.S. and Mexico, overseeing a creative team of 5 across multiple locations in Miami, Los Angeles, Monterrey & Mexico City. Fostered alliances with key business partners Walmart, Target, Amazon, Apple & Spotify. Divisional contribution of the company market share raised from 35% to 65%, recapturing its market leadership position.• Conceptualized a project model exceeding KPIs, focused on content/price relationships, beating financial targets, and generating significant revenue and profits. The model also allowed revamping the pricing structure of over 900 SKUs, expanding sales opportunities.• Managed a sales team of 5, running product offerings at online platforms and physical retail. Engaged strategic marketing teams across operating companies in LATAM for the Spanish language repertoire.• Direct P&L ownership for catalog division in U.S. and Mexico, indirect for LATAM. Responsible for monthly revenue forecasting and annual business plan preparation.• Instituted procedures for project development. Improved efficiency and on-time scheduling by 90%. Administered partnerships with UMG’s central services for legal & business affairs, copyrights management, and supply chain, lowering origination and variable costs by 30%.• Controlled product release schedule, coordinating procedures including parts delivery, supply chain, marketing, and sales cycle management. Reduced missed deadlines on project delivery by 80%. Planned & implemented marketing actions and media buying to support marketing strategy. Creative director and producer of over 150 TV spots.• Served as company representative at the Recording Industry Association of America. Participated in updating industry analytic reporting standards, government relations, and anti-piracy issues.

• Pitched the idea to create a commercial division after the merger of Sony Music and BMG Entertainment, controlling the most valuable catalog of Latin music content worldwide. Analyzed competitive environment and developed organizational structure. The division operated in segments of catalog management, licensing, international exploitation, and third-party distributions.• Supervised a creative team of 10 based in Miami & Los Angeles, making Sony Music Latin Commercial division the industry leader in its market segment, accounting for 75% of company profits. P&L responsibilities for the division’s results and company-wide revenues from recordings & catalog exploitation activities.• Deployed a strategy to re-activate new catalog projects exceeding financial targets. Designed media buy plans, making decisions over media outlets and budgets. Creative director and producer of over 90 TV spots.• Started a music licensing team with dedicated staff in Miami & Los Angeles. Its main objective was to find new revenue sources by licensing content for advertising, films, TV & brands. Revenue tripled by the second year of operation.• Assumed leadership of the sales department, quickly setting up a strategy to become the #1 Latin vendor at mass merchants. Negotiated partnerships with Walmart, Target, Amazon & Apple, enhancing marketing efforts.• Organized massive events at retail store locations, directing a sales team of 8 across the U.S. and Puerto Rico. Boosted company market share to 30%, recapturing space at retail.• Fostered partnerships with indie labels supporting the development of new acts. Close relationships with label ownership proved instrumental for SML as Latin superstar acts Romeo Santos and Prince Royce signed to SML once original deals expired. Overall contribution by these labels represented 15 basis points of the total company market share.

• Initiated product development and management of international catalog priorities at EMI Latin America, supervising a team of 8 across local affiliates. Transferred to U.S. Latin company and established a local strategic marketing division.• Originated market-leading projects promoted via DRTV campaigns. Ordered media buy and directed TV spots production. Pursued third-party label distribution opportunities, boosting company market share by 30%, and growing EMI’s critical mass at retail. Created procedures and analytics for the day-to-day management of projects and sales. About 60% of the company market share came directly from projects originated by the strategic marketing division and initiated product development and management of international catalog priorities at EMI Latin America. Supervised a team of 8 across local affiliates.

• Operated catalog exploitation for the U.S. Latin market, including product development and licensing. Generated analytics to monitor market & sales performance, enhancing decision-making, and revealing business opportunities. Launched a digital department responsible for new business initiatives. The division represented 60% of overall revenue.• Acted as Interim Finance Director, steering business plan preparation for submissions to corporate. Conducted negotiations with central services regarding charges to the operating company, reducing total overhead by 15%.