Charged with the task of spearheading Grupo Altex's expansion into the U.S. market, I successfully led the evolution of Grupo Altex with the help of two direct team members. We implemented effective strategies that allowed us to establish continuity among the country's leading retailers, such as Sams Club, Conagra, Trader Joe's, Target, among others. As a result, Grupo Altex was able to stand out as a distinguished supplier. This achievement was key to overcoming Mexico's current economic challenges, allowing us to maintain profitability through price adjustments and cost optimization. We also set the stage for a promising future of growth with key customers.• Establishment of a new operational rhythm and streamlined business processes, enhancing efficiency across various departments.• Skillful negotiation of price adjustments with top-tier clients, securing business profitability and driving revenue growth by 2% to 4%.• Leadership in the implementation of a new category termed Value Added, granting us a competitive edge and improving company margins.• Utilization of market insights from sources such as the Innova Database and Nielsen trends to formulate informed proposals, resulting in increased volume and market share.• Development of sustainable plans encompassing the entire supply chain, from farmer relationships to plant processes and ensuring long-term environmental and business viability.

With the support of 4 reports and working vertically with the MKT and Customer Service department, managed to have the area with the highest contribution in profitability for the company, having a WOB in sales of more than 26%. Had full P&L responsibility, the creation and implementation of the GTM and management of the range offer.- Achieved sell in budget and increased market share by +1.6% vs 19.- Implemented strategies for the region such as: + Digital / eComm * Increased the WOB, +16% Paraguay clients, 119% * Launched My Beauty Club APP, Argentine customers. + Negotiated additional Animated Spaces for key customers and new merchandising spaces at POS. + Creator and executor of the GTM (Go To Market) for LATAM and the Caribbean.- Segmentation Strategy, making the region more efficient and competitive in terms of profit. (+2.3 ppts).- Increased clients profitability, improving commercial conditions. (Gained 2 ppts, Avg).- Implemented the New Way of Working in the team and generated a highly efficient operational rhythm across the teams.

Together with a team of 5 collaborators and 6 indirect reports, positioned Adidas as the number 1 brand for some key clients. Developed three projects that were considered best practice for the country and were spearheaded for implementation in other regions and with other clients. Worked in the development of the team and today they have key positions in Mexico or are leading categories from a regional vision.· Achieved +13% NS in 2017 vs 2016 through segmentation strategies.· Increased share of floor on POS with the main KA. +17%.· 2017 – 2019 NS growth at 16% CAGR.· Improved bad debt 26% vs 2016 by working with client on payment plan.· Gained +11% sqm profitability in the main doors (Key Cities).· Launched / Improved strategic projects on POS. Football Total (market leader), Running Lab 2.0 and Young Athletes (Launch Dec 18, +13% vs LY). Became best practice for region.· Became the #1 brand in eComm in Deportes Marti.

With 1 direct report, launched and developed strategies that generated significant increases in Market Share, both in line products as well as in key styles items. Improved portfolio efficiency by 26% and pioneer in developing strategies that had an impact on the region. · Accomplished +24% NS growth vs 2016 budget.· Developed E-Retail with Key Accounts to update and improve platform.· Launched several campaigns. UFC (Liverpool) line with 48% SO in 1 month; Studio line (Palacio de Hierro) with 52% SO in 1 month; Crossfit line (Marti) with 68% SO in 1 month.· Implemented never out of stock (NOS) with the brand driven customers. +16% NS vs 2016.· Identified / improved efficient segmentation across channels / customers (sell in/sell out).· Implemented local production for NFL line. +9% vs 2016.

Managed 1 direct report and 1 dotted line report in selling 4 product categories in convenience stores.· Achieved +11% NS in 2010 vs 2009.· Improved Trade Terms (+2.7%) with brand driven suppliers.· Achieved stock turn from 13 days to 4.3 days through new merchandising strategies.· Launched own brands products, +17% NS and 3.1% point of store market share.