Consulting firm providing services in international business, management and strategy.

Managing Director and legal representative for the subsidiary in Chile.• Establishment of the company in Chile, responsible for the local negotiations on assets purchasing resolving legal and tax challenges that resulted on a win-win close and a purchase agreement worth 2.5M Euro for first year.• Establishment of relationship with raw material suppliers, securing payment terms that favored the cash cycle of the startup.• Update and retrofitting of the production assets, establishment of corporate processes and KPIs, reorganization of manufacturing positions lead to productivity volumes increased in 20% just after 3 months of operation.• Formulation and execution of a commercial strategy focused in customer service and response time, order processing, production scheduling and permanent communication. A turnover of 1.3M USD achieved on first 5 months of operation and on track to achieve 3.5M USD for the second year.• P&L management focused on lowering COGS, JIT deliveries, low inventory and lean staffing lineup with cross-functional responsibilities. Result for first year yields 15%Ebitda.• Reports to the CEO, Corporate Headquarters.

Managing Director and legal representative for the subsidiary in Peru, takes over the company after 3 years of operation, after the purchase of shares to local partners.• Successful reorganization of all functional areas of the company in Peru leading to turnover growth from 3.2M USD to 7.4M USD in 3 years, increasing market share from 10% to 16% moving from 5th to 3rd place.• Commercial reorganization based in the recovery of customer confidence through the improvement of the 5P’s of marketing, geographic expansion by increasing sales force and colonization of new business segments. 50 dealers are added and 4 new products are launched in the first 12 months of rollout.• Negotiation with local banks under a challenging scenario due to negative historical financial records of the company and the Euro crisis affecting the Greek mother company at the time. Negotiations result in 750kUSD working capital facilities and 1,5M USD Capex facilities granted.• Redesign of production processes, application of KPIs and incentives allow to increase plant volume at 150%also achieving a reduction in cost of up to 10% in the first year.• Plant in Piura undergoes a certification process by Bureau Veritas for manufacturing and quality control standards, being the only plant of its type to have the seal of approval in the country.• Financial efforts are focused on cash conversion and liquidity based on negotiations with suppliers to extend payment terms, intercompany purchases programmed based on forecasting reviews, minimal inventory of local production items and turnaround, on set of credit and collections team to improve collection days.• P&L strategy allows the improvement of Ebitda from -15% when taking the company management to 6.3% in 3 years.• Reports to the CEO, Corporate Headquarters.

Corporate position responsible for the business strategies in the Latin America Region.• In charge of opening new markets in Central America, Peru and Ecuador in Agriculture and Mining segments.• Advisor to the Peruvian operating company on commercial strategy leading to establishment of sales and distribution network of 100+ customers nationwide.• In charge of sales to key corporate accounts in the Latin America region bringing incremental sales of 2M in the first 18 months.• Reports to the CEO, Corporate Headquarters.

Corporate leadership position responsible for the business strategies of irrigation system components product line to all 3 subsidiaries of the company: the Americas, Europe and Australasia.• Member of an executive team responsible for the launch of new products and alignment of global business portfolio, setting strategies based on brand equity. 3 branded product lines launched worldwide.• Leads marketing efforts of expanded OEM product lines with focus on P&L, key customer identification, product mix, integration into ERP system and go to market tactics with emphasis in the American region. Product line accomplishes 86% global sales growth during 2008.• Executes global private label product strategy with line of OEM valves, released in USA, Europe and Latin America. Segment sales grow 300% in the first year of implementation.• Reports to the Director of Business Development, Corporate Headquarters.

Strategic leadership role responsible for the marketing initiatives in North America and Latin America, leading a team of regional marketing managers and graph designer to support the largest business unit in the corporation. • Champions promotion and pricing alignment in the Eastern and Western USA markets, leading to the establishment of milestone monthly bookings in 2007.• Executes strategy/positioning review and feature/benefit analysis for the definition and release of company flagship product’s new version, the White Stripe T-Tape.• Supports startup of global company rebranding effort, directing project on graphics and managing field rollout.• Reports to the Director of Sales & Marketing, Corporate Headquarters.

Executive sales position responsible for company’s business ambitions in Mexico, Central and South America, leading a team of regional, district and field sales managers of 10 staff members deployed in 18 countries and 12M USD in sales• Formulates successful market retention and conversion tactics based on in-country distribution, market segmentation and sales staff reorganization accomplishing incremental revenue of 22%.• Implements push and pull initiatives in the Mexican market, adding field positions in key strategic areas and developing a specific marketing strategy fitted to country needs based on aggressive promotion, trade show participation and customer profiling.• Creates, defines and fulfills the marketing manager position for Latin America, to execute and support the ambitions set for the territory on segmentation, distribution channel alignment, promotion and overall market share goal.• Reports to the Director of Sales & Marketing, Americas.

Responsible for sales in Central and South America leading a team of sales district managers deployed in 15 countries. Executes reorganization plan from subsidiary transitioning to USA operations. • Executes plan based on on-site sales training, policy formulation, incentive programs, product promotions and creative supply chain solutions. • Reorganizes company sales strategy by sizing dealer network to maximize revenue and retain market share goals, sales growth at an average 25% per year.• Pioneers product positioning strategies and marketing plans that include special product/applications development, which in some territories achieve incremental sales of 100%.• Reports to the Director of Sales & Marketing, Americas.

Responsible for the development of distribution and sales staff for newly formed Latin America subsidiary, based in Argentina. • Develops a portfolio of multinational and national accounts, through identification of business opportunities, and strong negotiations skills prioritizing customer relations. Distribution development plan leads to a 400% increase in territory coverage within 2 years.• Creates and fulfills district sales manager positions in Argentina, Brazil, Chile and Guatemala, new sales organization delivers consistent 50% average year growth. • Directs all aspects of export sales operations by way of extensive travels throughout Central and South America establishing a strong contact base at the distribution and end user level, along with cultural communication skills.• Reports to the General Manager, T-Systems South America.

Responsible for all product lines sales and business development in the South American countries of Argentina, Chile, Paraguay and Uruguay. • Successfully restructures and expands distribution channel, generates new business based on market intelligence, distribution support and product training. Creates marketing initiatives within corporate guidelines coordinated with global product managers.• Efforts yield triple digits’ increments; the territory becomes 33% of total revenue in Latin America within 24 months.• Develops a comprehensive plan for territory logistics with related rules and regulations specific for each country that highly impact the supply chain process.