As CEO of Prisa Depot Chile, reporting directly to the Board of Directors of Chile & Mexico, I am responsible for leading the overall business strategy, driving transformation, operational efficiency, and fostering innovation. I lead a team of hundreds of highly motivated and skilled professionals, whose collective talents are key to our success.My role also involves shaping and executing strategic initiatives that accelerate growth, ensure sustainable outcomes, and deliver exceptional value to our customers through high-quality services and customized solutions tailored to meet their evolving needs.

Reporting directly to the Corporate CEO, I am responsible for Cencosud´s Technological Strategy, including Digital Transformation, Tech Cultural Change, Cloud infrastructure, Cybersecurity, and Applications management. The IT team is formed by 1500+ professionals in the region led by 6 Country IT Directors, a CISO and a CTO, a CDO and a Digital Transformation Head, all of them reporting directly to me.-Supported and financed innovative solutions to drastically modernize Cencosud´s infrastructure, from 5% to 75%+ Cloud Infrastructure on AWS, GCP, Azure and OCI.-Launched digital products, creating new revenue streams of USD 15+ MM-Implemented Governance Model and IT new structure, reducing IT TCO by 20%+-Launched First Cybersecurity Program of Cencosud, with regional coverage in all businesses.-Created IT “X”. Launched ecommerce sites and mobile apps for Customers and employees.-Renegotiated main technology contracts: Oracle, NCR, AWS, Vtex, Lenovo and Microsoft, among others.-Developed a new IT strategy, “OneTeam”, to ensure alignment with business leaders, with focus on employees and customer experience. -Developed a state of the art Customer Tech Stack for a new business, Cencosud Media.-Tested “frictionless” IoT model for SPID, Cencosud´s convenience store brand.-Implemented over 100 initiatives per year.-Led Cultural Hacking and launched the IT Inspiring Leadership Program, among others.

Head of the Omnichannel Strategy for the Supermarket Division. This exciting ecommerce challenge involves the formulation of the strategic roadmap, the creation of multifunctional corporate teams, relevant cultural change and technological innovation to deliver a seamless customer experience across digital channels and stores.

Reporting directly to the Corporate CEO, I am responsible for the Commercial Planning, Category Management, Replenishment, Pricing & Promotions, Business Intelligence/Analytics (BI & BA) and Integration areas. The last one is focused on transformational projects in SAP for Retail, Teradata and Microstrategy Mobile, among others). I have recently added Omni channel and Ecommerce responsibilities. The team is formed by 35 professionals in the region, including four Sr Managers. Also local teams, led by one manager per country, functionally report to me. Those managers lead teams of approximately 40 professionals each.- Started up the area with a clear objective, to create an integrated business model, to transition the heterogeneous operations acquired by Cencosud in the past years: Peru, Brazil & Colombia.- Created a center of expertise to centralize corporate knowledge.- Led initiatives cross countries, to lower stock levels for the Division of aprox. 1 B USD.- Through the Integration area, I designed a retail business model, based on SAP and Teradata (investment aprox. 20 MM USD)- Collaborated in the stabilization of Cencosud´s acquisitions,Brazil & Colombia.- Led the negotiation of the first regional contract with Nielsen,1 MM USD. - Implemented the first model of Big Data in the Supermarket Division, a Business Intelligence Project which represents the base of the information standardization in the region.- Reduced inventory level in Brazil, in a working capital crisis context for more than 150 MM USD.- Developed tools to increase profitability in Colombia, for 3.6 MM USD aprox.- Achieved GPTW excellent results, always above Cencosud´s total average.

Reporting to the Home Improvement Division Director, I was in charge of the creation and implementation of the first regional business model in Cencosud, based on SAP Retail.Before 2010 Easy operated as a portfolio of companies, without synergies, with no integrated or shared commercial / supply chain processes. The project known as “OneEasy” established a new standardized and integrated base for the Division. The team I led was formed by 60 professionals from different countries and background, IT, business people and IBM consultants. With four senior and six middle managers, I managed both IT and business functions. I was also responsible for the start-up of the first Corporate PMO, designed to lead Easy´s core business strategies and initiatives.- Through “OneEasy”, I standardized the base operations of Easy, requiring an investment of 8 MM USD, with TIR higher than 20%, and less than three years in payback. -Installed an independent office for this team, outside Cencosud´s corporate building, and led all the management activities of this Company.- Staffed the team, to develop the Project- Developed the Training Plan and Change Management, to create a culture of dynamic work. - I experienced and analyzed 100% of the core processes of a retail company operation. - Designed processes of Pricing & Promotions, Assortment, Replenishment, Logistics and Ops. - I designed and implemented a “Governance Model” and a “Roll Out Strategy” for the region. - Led the development of the first “Maturity Level Assessment” (with Accenture´s support). - The creation of the first regional “Project Management Office” (PMO), gave birth to 7 strategic initiatives in Omnichannel and Supply Chain, which will guide the path of Easy in the coming years.

“Easy Argentina” with sales of over USD 1,2 B/year, is the most relevant BU within this Division, leading the local market with 43 stores, 26 of them in Buenos Aires. Reporting to the General Manager, I was responsible of the Commercial Planning Function, including Planning, Category Management, Replenishment, Pricing and Promotions. The team was formed out of 20 professionals and four “middle managers”, and 120 functional reports at stores.- Started up Commercial Planning, turning it into a strategic area for the Company, adding business intelligence to the organization.- Designed “Macro Retail Processes” to initiate a path of processes and practices standardization, both in store and in commercial areas.- 30% stock reduction during 2008 crisis, freeing up working capital, which helped the group deal with financial local needs at that time.- Implemented a new purchasing system, for both the central administration and stores. Before that Easy, could not control and regulate stock levels centrally.- Developed pricing and promotions strategies, including clustering and pricing policies. - Designed promotional workflows to guarantee stock availability and competitive prices.

Chosen among graduates from top MBA business Schools, I joined the “J&J International Development Program” as a marketing product manager for the Pharma Division in the EMEA region. Johnson & Johnson holds three main businesses: Medical Devices, Pharma y Consumer Goods. Is part of the Dow Jones Industrial Average and of Fortune 500.Reporting to the Director for EMEA and Latam, I was responsible for the coordination and deployment strategy for a new global Brand.- Coordinated my peers from the US and Europe, for the program and product launch.- Colaborated in adapting the global strategy, to local specifications.- Implemented a new marketing program, achieving global alignment to launch it. - Designed scorecards to track business results on a corporate level.

I started at Walmart, one year after its establishment in Argentina. Walmart initiated its local operations with supermarkets of 10,000 sq. meters and sales of 300 MM USD/year 2004). Walmart Argentina is part of Walmart Inc. with base in Bentonville, Arkansas, U.S. (USD 500 BN sales /year).Reporting to the Divisional Manager, I was responsible for two departments, Chemicals and Paper goods, with sales of USD 34 MM/year in 2004 (11% of WalMart’s Arg business). Achieved double digit growth in sales through my entire assignment. Led a team of four professionals, and multifunctional teams from areas such as Logistics, Operations and Marketing. I was able to align business and local practices, to the Global strategy, improving profitability and reducing costs. - Executed negotiations with main suppliers: Unilever, P&G, SC Johnson, J&J, Clorox, Reckitt and Kimberly Clark, among others.- Implemented Annual Joint Business Plans in coordination with key executives from the suppliers.- Analyzed and executed, category management strategies to improve the customer value proposition, and achieved the sales, profits and inventory level objectives. - Increased in-stock levels to 96.5%, through the implementation of new team/organization structure.- Identified and developed succession plans in the area, to be prepared for company´s growth.

Reporting to the Divisional Manager, I was responsible of the Commercial Planning Practice. I supported, trained and recommended the Commercial Divisional Managers and Commercial Director, on tools and approaches which could improve business performance.- Started up, the Strategic Planning Area, with my manager, developing Walmart´s Argentina first capabilities for planning and executive tracking of the business.- Implemented in Argentina, the “International Planning System” in coordination with 7 countries, after a complete training in Bentonville, Arkansas, U.S. - Responsible for training in the new software, 60 employees of the Commercial Division, in one month.- Recruited and prepared three master trainers.- Developed and executed initiatives for strategic and financial planning, such as 5-Year Plan, Annual Business Plan and Monthly Forecast, integrating all commercial departments behind a consistent plan. - Developed business reports to inform P&L results to the International Finance Division.- Developed scorecards and break-even models for the board of Directors.