Baumer S.A. develops solutions in Hospitals, Odontology and Health Industry equipments.. Founded in 1952, by Mr. Manoel Amaral Baumer, an entrepreneur, the company is located at Mogi Mirim, in São Paulo State (Brazil) and implanted in a modern industrial plant, with Orthopedic Implants, Biomaterials, Sterilization, Infections Control, Laundry, Surgical Centers, Water Treatment and Health Solid Residuals Treatment Divisions.• Successful conversion of AM international as a distributor to Baumer Chile, a subsidiary company of the Headquarters in Brazil• Deployment of new management team in Finance, customer and commercial service, implementation of new policies and corporate culture• Turnaround plan with +14% growth in sales for 2021, managing highly uncertain COVID scenarios.• Adjustment of the product portfolio aligned with Chile consumption and leverage of production capacity in Brazil, including launch of trauma products (FX and MLP) under COVID scenario in health center (drastic OR capacity)• Incorporation of Baumer Chile in the Mercado Público platform and incorporation of 9 products in the Convenio Marco, achieving a +49% growth in sales in public hospitals• Implementation of new S&OP processes, 2021/2022 budget planning, alignment meetings with Brazil achieving HiPo retention, coordination of remote work.https://www.baumer.com.br/en

(Former BSN medical)• Successful implementation of South Cluster Regional organization, team and process to improve Medical Business opportunities (previously BSN medical) in Argentina, Bolivia, Chile, Paraguay and Uruguay with +60.1% sales growth vs. PY• Lead and implement the LATAM regionalization project in 5 clusters (Mexico, CA&C, North and South Latam) including commercial, financial and operational teams• Develop a Cross Selling structure to impel medical business opportunities in retail stores with +44% growth in sales, +19pp in weighted distribution and +9pp SOM

• Successfully implemented Turn-around plan for Chile, with significant increases in sales and profitability, exceeding +56% of the established objectives and with sustainable performance, achieving positive results for the first time• Sales increasing in the last 3 years in a row, exceeding our sales targets with healthy performance • Achieving positive results by first time since BSN foundation in Chile• Important increase of new product into commercial platforms Mercado Público and Convenio Marco • Delivering a strong commercial organization and strategy – clear guidelines in support area Ortho and WC&V growing • Recovering Team confidence, commitment and motivation

• Develop and implement 2014-2017 strategic plan based on 5 pillars with outstanding results• Roll-out of new global strategy in our market with leverage on local strengths• Improve distribution, service and invoicing in pharmacy channel by 18% year over year• Negotiation and signing of the labor collective agreement for direct-labor colleagues, ensuring an adequate work environment and a correct distribution of the financial resources• Creation of Foreign Exchange Management unit and Government Affairs Management, which impacted positively in the achievement of imports, exports and payment with local agencies• Adapt to constantly changing regulatory environment• Lead the HR, Supply chain and Finance upgrade with more flexible and empowered management team is in-place• Implement plans to control brain-drain and net income competitiveness• Develop growth plans for key talents and prepare talent replacement plan

• Exceeded 50% over the goals outlined in the Plan from 2010 to 2013, reaching a 40% CAGR at volume, 79% in net sales and 114% in revenues• Developed and implemented the strategy to reposition the Herbalife brand from weight loss into the megatrend of wellbeing and weight management, expanding the target audience from 13% to 67%• Deploy the strategic path of healthy lifestyle, leveraging significantly with key sports elements and experiences (teams, personalities and activities)• Broadened the communication execution for other audiences, through the incorporation of alternative media, as well as the use of recognized spokespersons who brought outreach and credibility to the new brand positioning• Managed to assemble a team of highly professional, motivated and focused, contributing to achieving the important performance of the operation; positioning Venezuela as the main source of talent within of the region• Coordinated the frequent execution of external audits to validate the corporate shield in all critical areas of the operation

• Started and led the two main strategic projects to add commercial value among key Cargill customers and Venezuela in the categories of commodities, especially flour• Participated in the evaluation of Colombian market entry of natural oils, defining the necessary business conditions and recommending the postponement of implementation

• Coordinated the Efe brand repositioning, managing to recover its market share from 43% to 65% in two years, through the change in verbal and graphic identity, brand architecture and product portfolio and services• Led in whole re-launch of Centro Medico Docente La Trinidad, through the repositioning a distinctive new service offering and a new brand identity, positioning on the map of medical solutions of patience oriented and high-level comprehensive

• Led repositioning projects for Alimentos Polar of 8 strategic brands, to make them closer, ubiquitous and relevant to the consumer, reaching more than 62% acceptance by consumers as their preferred brands nationally

(Spin-off from Pfizer Consumer Division)Responsible for developing the business of blades razor for the region, driving the insights of the consumer, products and advertising portfolio variables.• We first introduced the Schick brand in the Argentine market, achieving a market share capitalize of 29% and solidify as the second brand of shaving in just 12 months.

Responsible for optimizing business in the region through the implementation of best practices, team management and market information.• We increase the participation of the Schick brand in South America from 11% to 17% in 2 years, creating a regional mindset, the conformation and suitability of business teams and the implementation of new processes and tools.

Responsible to rethink and impel the razor blades business in Ecuador, through the optimization of the product portfolio, marketing strategy, advertising and re-structure of marketing and sales team.• Increased the share of market from 11% in 2001 (3rd place in the category) to 27% in late 2003 (2nd place in the category), including the opening of two new segments (Premium disposable and Premium system), thereby increasing the sales by 23% and profitability by 59%.

Responsible for generating the demand information for consumer lines in the region, coordinate the supply and inventory levels both in the main internal locations, as for major key clients.• Implemented the process of S&OP for the categories of personal care and confectionery in Venezuela and then to the rest of the Latin-American region, managing to improve the accuracy of sales estimates by more than 60% and optimize inventory levels and turnover both for Pfizer / Warner Lambert and key clients.

Generate sales estimates and coordinate with the areas involved (Marketing, Sales, Finance, Manufacturing) in order to constant optimize plans and activities. • Led the process of forecast and sales forecast alignment between the departments of sales, marketing, finance and operations; increasing the cycle of reprogramming from 6 to 24 times a year with an accuracy more than 78%.