Bringing tech to operations, driving solutions to enable optimization and accelerate decision making in a volatile environment. Focus on commercial processes ranging from Integrated business planning to pricing and promotion efficiency.

Supporting small and medium enterprises in Latin America. Focus on business strategy, customer definitions, portfolio optimization. Category definition and best practices in marketing to accelerate sales and improve profitability.

Mentor supporting an entrepreneur in Panama. Responsible for supporting CASA PLANTA journey to develop a business case and identify potential for growth and define clear action plans. CASA PLANTA was recognized as one of the top 3 business proposals in Panama and presented in a PITCH FEST with potential venture capitalists and busines consultants.

Responsible for strategic support to developing markets globally. Key focus on LATAM, METAP and ASEAN. Creating a customer centric mindset in commercial teams for the focus region. Working together with Global Capabilities Development to develop customer central analysis tools that enhance the commercial proposition and key account management roles. Achievements: • In less than 6 months, ensured successful roll out of TNG’s Customer Centric Strategic Plan program aimed at multifunctional commercial teams. Covering all key geographies, LATAM, South Africa, Asean, Turkey, Middle East, Brazil and Mexico. Reached over 200 associates with ratings scores between 4-4.5 in value added to role.

Strategic support for the developed markets in AMEA. Working with Australia, Korea, Japan and the HK, Taiwan cluster. Key responsibilities, 1. Localize and prioritize market initiatives for year plan. 2. New product development and white space opportunities in the markets. 3. Drive strategic portfolio and channel management.Achievements:• Successfully engaged the Japan team to enter new sku partition with PRINGLES multipack bags, based on learnings from Australia’s successful launch. Driving +70% growth during peak holiday season without impacting core skus. • Drove the RGM agenda with key developed markets, improving promotion efficiency by reducing frequency of deep promotions. Based on regional and global learnings, we were overspending ~30% in promotional pricing that didn’t drove incremental volume. • Proposed strategic framework for I&O launches within total APAC markets with a clear where to play and how to win. • Rolled out Global Category Shopper study within APAC developed markets with strategic sessions to identify opportunities to expand or launch in key markets.

Responsible for leading a collaborative multifunctional team of 13 MARS associates located both in Panama and remotely in the Dominican Republic. Oversaw all regional operations covering the areas of sales, customer marketing, supply chain, field execution, and category management. Achievements: • Revamped the go-to-market strategy in both Panama and the Dominican Republic by transforming the distributor's matrix structure with improved margin structures. • Drove sales over US$50M with direct trade investments of US$4M and overhead planning of US$2M per annum. • Led the chocolate category to 5% growth after two years of zero growth with a tactical M&Ms bar launch initiative, increasing market share 100 bps during launch and 55 sustained afterward in supermarkets. • Focused on continued personal development within teams leading to two employees being promoted internally and one leaving the company for a more senior role. • Flawlessly transitioned a US$10M business from one distributor to another in Panama, without losing momentum and fully delivering on execution. • Became the first market in Latin America to steer category growth in the chewing gums sector following a 3-year decline, leading with Wrigley brands over a competitor and a focus on ‘best in class sales execution’ and effective negotiations for check out placements.

Responsible as country head for transforming Panama business operations by leading teams in the creation and execution of strategic sales initiatives for each product category to maximize the organization's position as the market leader. Directed the faultless coordination of regional delivery logistics, trade, and overhead investments and contributions. Achievements: • Defined a comprehensive 5-year county vision that transformed the service to market structure. • Consistently increased market share from a leading position in Petcare and Chocolates. Driving chocolate to a historical high in 2 campaigns (M&Ms Wanted and M&Ms 75th anniversary) and becoming a leader with the top 3 customers for Petcare with new team support. • Improved in-store execution compliance from 60 to 90% through the timely launch of an online POS tracking tool to speed up the potential for sales opportunities. • Saved US$200K in overheads by proactively renegotiating distributor coverage in Mom & Pops stores to eliminate the need for MARS’s DTS salesforce. • Proposed a new Panama organizational infrastructure design increasing the number of associates from to 7 within 3-years, and obtaining new resources for category management, field execution

Accountable for transforming reporting activities with the implementation of a succession of dashboards to manage leading KPIs in six countries within Central America. Executed both weekly and monthly scorecards for business follow up and re-negotiated new-found field execution teams in Guatemala, Costa Rica, and Panama. Achievements: • Transformed the effectiveness of the general forecast from 30 to 70%.• Improved the forecast of blockbusters representing 40-50% of the business by 80%.

- Responsible for account sales growth, investment, contribution (EBITA) and due accounts for 2 major supermarket chains in Panamá. - Management and development of sales people totaling 35 permanent and several temporal resources, including sales executives, supervisors, stock boys and demogirls.Major accomplishments- Increased share of market for 5 key categories year over year, including leading positions in milk powder, condensed milk and culinary products. - Improve trade visibility through category management in key categories. Including portfolio optimization in HFS and convenience channels.

- Responsible for different dairy brands (including NIDO, ANCHOR, CEREVITA and NESTLE chocolate brands) during 5 year period for the 6 countries of the Central America Region. - For all brands had full P&L responsibility and definition of brand development plan (including communication development, consumer studies, promotions, big trade implementations and key launches).During period lead 2 major assignments in the company. SAP implementation for Marketing team. In charge of preparing all training material for SAP roll out with all marketing teams in CA Region. (1 year)MUSUM commercial integration with NESTLE. Based in El Salvador lead the integration process of acquired brand in the market, working with key customers, former distributor (DISZASA) and own sales force. (4 months)Major accomplishments- Increase share of market for brands year over year.- Continuous growth of brands in charge including double digit growth for CEREVITA during 2 periods and single digit growth for other brands. - MUSUM integration to NESTLE operations was done flawlessly without losing volume in the process. . Defined new media and communications concepts with agency to communicate NIDO brand benefits with new focus “every year launch campaign”.

- Responsible for concept development and planning of consumer promotions for 7 brands for the 6 countries of Central America Region.

- Responsible for route to market development through local distributor and understanding of market dynamics for future take over with local operation.

Revenue analysis and reporting to General Management