→ The RoleThe focus of my current role is to direct all strategic and operational aspects of the inventory and sales orders supply chain. This includes assuring product quality and timely delivery, as well as ensuring credit conditions facilitate a positive cashflow commercial, and maintaining optimum level of stock levels. I lead the workforce activity of a purchasing team of two managers and six purchasing executives, and an imports team comprising one manager and seven imports executives. The role also gives me the opportunity to make a significant contribution to organisational decision-making by serving as a member of the Grupo Arca Board. → The Results• Negotiated prices, contractual obligations, credit terms and commercial agreements with key suppliers from 20 countries, resulting in increased gross margin, and freed-up cash for CapEx investment through negotiating length of average credit duration• Sponsored implementation of a Customer Relationship Manager Netsuite that almost doubled close rate; sharpened the quality of sales information and understanding of clientele; and informed organisational strategy on how to direct marketing resources • Oversaw roll-out of SAP (SD/MM) to underpin more efficient operation and auditable administration of the company’s finances• Achieved greater synergy and integration across organisational sectors and departments by promoting a shift in culture from “speak” to “listen”

→ The RoleThis role involved holding accountability for the sales division’s commercial and financial results. In practical terms, this encompassed defining strategic and operational actions, based on analysis of financial statements and external factors, as well as identifying business development opportunities in new markets. On a day-to-day basis, I also oversaw the recruitment and management of a sales team of eight managers and 59 salesmen, across eight different stores, and almost doubled the workforce profile from 2015. → The Results• Grew multi-million-dollar sales by almost three times within a four-year period• Established a new wooden flooring business division, achieving six-figure sales within 12 months• Determined pricing strategy for all retail side products, resulting in increased divisional gross margin within two years• Achieved steeper revenue acceleration through aligning commercial objectives and remuneration by designing a bonus-based compensation structure for the commercial management team• Directed opening of a new store within Mexico City, reaching break-even six months earlier than planned

→ The RoleIn this capacity, I ensured the translation of commercial efforts into positive financial results through the management of a team of one manager and five analysts. Accountability also lay with me to assess the company’s financial statements as the basis for developing budgetary targets. → The Results• Reduced accounts-collectable accumulation by 90% through determining the company’s credit policy, and restructuring invoicing procedures and accounts-collectable strategies • Played a key role in the increase of project gross margins from 19% to 26% by designing a profitability analysis • Created a process to manage reservation of upfront payments that defined project cashflow, and facilitated long-term visibility of the company’s overall cashflow• Reshaped the project-based business commission scheme to broaden scope for lead generation, resulting in four project managers’ promotion to sales staff