Responsable de la dirección en cumplir el firme propósito de la empresa en impulsar el desarrollo sostenible a través de energías renovables. • Investigación de mercado• Desarrollo del modelo de negocio según cada sector• Integración vertical compensada• Gestión comercial y operativa

EMMSA Project: Integrated composting for methane reduction in Lima’s Greengrocer’s Market (GMML -Gran Mercado Mayorista de Lima• Manage with EMMSA all the necessary information for the technical and financial analysis entry into the ITMO (Internationally Transferred Mitigation Outcomes) mechanism. • Support the international multidisciplinary team on the development of the MADD (Mitigation Action Design Document)

Responsible for the direction and development in the country including commercial management, operations, administration and finance. Reports to LATAM Regional Director.• Growth over 330% in less than 03 years with limited resources. Achieved by:- Building a close relationship with the senior management of the main client in the country's Modern Channel.- Leading the company to become the main supplier of the largest discount store in the market.- Positioning the company’s brand within cluster C and D supermarkets, previously being outside of it. • Streghthen the commercial relationship with the main chain of convenience stores in LATAM; that yielded in the creation of opportunities for over than US $2.4 M annually. • Mitigate risks due to market contraction and effects of the pandemic, reducing operational expenses by 20%. • Exceed 2021 goal achievement for over 60% during Q2 and defining projects for the portfolio for more than US $ 5 M.- Blue ocean strategy in the middle of full price struggle with plug-in cabinets US $ 2.5 M- Strategic alliances with suppliers for contract renewal for US $ 1.5 M

Responsible from the marketing strategy to the commercial execution of the 06 markets throughout the country. Reports to the General Manager and LATAM Regional Director.• Improve and create commercial ties with the main clients of the 03 most important sectors: Modern Channel, Traditional Channel and Petrol Stations.• Manage internal logistics and billing as well as establish cost control policies, negotiation with suppliers and post-sales service.• Achieve purchase orders for US $ 1.2 M during the market research, in the first 6 months, despite of not having a sales goal defined.• Reach the 2016 sales goal at the beginning of the 2nd quarter.

Responsible for the commercial management for enterprise sector. Reports to Commercial Director of Perú and to General Manager of Andean Countries.• Increase in sales by 12% and purchase orders by 30% from 2012 to 2013.• Obtain the account of the main bank in the country and selling more than US $ 1.4 M.• Sell the first SmartAisle solution in the country for US $ 0.4 M.• Obtain the maintenance contract for the first Data Center in the country with TIER III certification, design and construction, for US $ 3.1 M.

Responsible for the commercial management of post-sales services. Reports to Service Management and Commercial Managements.• Increase in sales by 41% and purchase orders by almost 92% from 2010 to 2012.• Increase the number of clients by 15% through an ABC Pareto analysis and duplicate the proposals.• Design and implementation of the structure for the service cost, taking in account the casuistry and scope of the service

Responsible for the management and planning of post-sale services and current contracts, being in charge of the Energy Management Center. Reports to Services Management and General Management. • Achieve, together with the Telecom Commercial Manager, the period extension of the main Services contract for an additional year, obtaining an increase of 18% for US $ 12.3 M.• Achieve an average monthly compliance of 96% and annual 99% of the annual maintenance schedule.• Increase the service and event management of the Energy Management Center by 20%. This service increase was obtained as result of the automation of scheduled Jobs, and the implementation of a new ticket classification and indicators.• Reduction in administrative costs by 48% and workload by 60% in the energy and sanitation services through outsourcing low-value activities for the business

Responsable de la planificación y control del principal contrato del Servicio Integral de Energía con nuestro cliente más importante por 3 años. • Líder del proyecto Barcode – fase Lima donde se generó ahorros anuales de $ 4K en gastos administrativos, $ 12K en insumos e incremento de la productividad del mantenimiento en 10%.• Creación de nueva estructura para la programación del cronograma anual del mantenimiento preventivo a nivel nacional, reduciendo el tiempo de programación a nivel nacional en un 70%.• Líder del equipo de certificación Liebert Service Capability Model, logrando el Fundation Level con 95.69%.

Responsable del inventario de planta a nivel nacional del principal cliente. Integrante del grupo de trabajo encargado en el análisis y negociación de la renovación del contrato marco de mantenimiento con nuestro principal cliente.