Function: Responsible for leading the after-sales department. Ensuring access to warranty services for end users. Managing the service network. Ensuring integrity of the spare parts supply chain. Reporting results to headquarters and controlling the budget. Maintaining direct relationship with telecoms operators and network providers. Measuring end-customer satisfaction and conceiving projects to improve it.Achievements: Established after-sales service network in 1 month, reaching contractual agreements with two repair providers. Certification of repair centers in 1 month, meeting standards of the brand and mobile service providers. Successful supply of spare parts before the commercial launch (November 2020). More than two consecutive years with 95% of repairs carried out in less than one day. Implemented a home pick-up service for faulty devices in Q4 2021. Participation in the home pick-up channel increased 300% in 12 months.Impact on the organization: Design, planning, implementation and operation of a service network for an international company upon entering the Chilean market. Monitoring and ensuring compliance with local consumer rights regulations. Maintaining communication channels with end users. Implementing service policies defined by the parent company.

Description: Responsible for defining, executing and controlling the reverse logistics and technical service processes for ENTEL Handsets. Coordinating and managing the different service providers and working with device manufacturers. Responsible for pre-sales processes associated with quality assurance of mobile devices (approval and quality control).Achievements: Twice awarded the "Entrepreneurial Spirit" award within the Handsets management team, in recognition of the constant search to improve processes by promoting change. Certifying more than 40,000 cellular units in line with new Subtel regulations, before these came into force in September 2017. Increased repair options for customers with devices not covered by warranty by 20% during 2017-2018, impacting the NPS by +10% for these clients. Implemented a logistics hub to consolidate the post-sales logistics operation, connecting +70 points of sale with 3 service centers, mobilizing close to 2,800 units per month, and more than 15,000 monthly transactions.Impact on the organization: Keeping the service network operational, at the required service standard. Timely notification of issues related to the quality of cell phones. Providing adequate support to stores to resolve deviations from the established technical service process. Adapting the service network to the new defined reverse logistics strategy.

Description: Responsible for defining, implementing and controlling the technical and post-sales service policy for mobile handsets. Managing the relationship with cell phone manufacturers, service centers and logistics providers. Responsible for maintaining operational indicators and managing the department's budget.Achievements: Average repair time cut from 9 business days to 5, from January to November 2016, carrying out a deep analysis of processes and metrics within the operation to detect possible areas of improvement. Percentage of cases resolved on contact with first branch increased from 4% to 19% by Q4 2016 vs Q1, positively impacting the level of customer satisfaction.Impact on the organization: Improved standard of quality for Handset post-sales services. Providing branches with support and training for processes that are relatively new to their executives. Developing the concept of in-store resolution, improving the experience of Mobile product customers.

Description: Responsible for defining, implementing and controlling the cell phone supply chain and post-sale processes. Working in coordination with the product area to ensure compliance with supply plans, stock availability at points of sale and correct execution of guarantee and post-sale processes.Achievements: A 27% saving in the estimated costs of the strategy adjustment process in 2013-2014, reducing the handset portfolio by 60%, managing +60,000 excess inventory units and coordinating two massive sales processes. MOS levels cut from 4.0 in 2013 to 2.2 in April 2016, coordinating with the product, purchasing, store and service provider areas.Impact on the organization: Search for efficiencies in the process to adjust the strategic plan; Reduction of negative economic impacts when implementing new inventory policies. Significant savings in immobilized capital by reaching new rotation goals and defined days of stock.

Description: Responsible for controlling mobile handset supply chain and post-sales processes. Providing visibility of the operation through reporting; designing handset supply chain and post-sales procedures; training frontline staff in aspects of the mobile business; and leading the area's own improvement projects.Achievements: Successful start-up of the VTR cell logistics operation, with ability to store more than 150,000 cell phones and distribute close to 10,000 units per month to 25 points of sale; participating as a project leader from the business side; working with the IT areas to design systems and integration processes; performing user tests; training branches and suppliers. Successful start-up of the service center, with capacity to process more than 200 monthly cases; working with the IT area to design and implement post-sales processes in the CRM system, and training the branches in its use. Giving visibility to both operations through the development of at least 5 reports based on SQL and Qlikview, allowing updates on the status of sales, inventory, DOS, service orders and other relevant KPIs.Impact on the organization: Significant contribution to the successful launch of the Mobile VTR handset business. Implementation of typical mobile operator processes in a company primarily associated with fixed line products. Coordination and teamwork between support areas such as supply, controller, customer experience, processes and IT to adopt the dynamics of the mobile business and adapt the processes of these areas.

Functions: Responsible for the supply of empty containers for ports on the east coast of the US and special containers globally. Managing inventories and shipments with agencies; planning the optimal number of containers per shipment and project demand; coordinating with the commercial area.Achievements: No stock-outs during tenure. Increased responsibilities by assuming global operation of special containers. Reduced leasing costs for special containers by 4% in 4 months.Impact on the organization: Proper planning for the supply of empty containers to avoid loss of sales and underutilization of ships.

Functions: In charge of applying the Division's endowment planning model. This requires the study of production processes, job analyses, interviews with workers, etc. The ultimate goal is to apply the model and make a report recommending endowment planning for the next 5 years.Achievements: First formal work experience. Knowledge of the main processes of mining plants.Impact on the organization: Input for decision-making on staffing of the division for the next 5 years.