Company created by Pedro Goycoolea with the purpose of being able to deliver Consultancies in Chile as a foreigner and to be able to take representations of foreign and Chilean companies in the international market.In this company he has generated the following consultanciesBusiness consultantPuertas Globales, GuatemalaJan 2022 to dateLargest producer of doors in Latin America with presence in more than 9 countriesQualify and train the commercial force of the Company to carry out a common style of the entire company, to triple its sales in 3 years. (2021-2023). Lead training on technical and commercial issues of the company's ONBOARDING program, in order to level knowledge and generate a common culture.Advisor to the Commercial Strategy Committee of Puertas Globales, with the participation of the different directors where short, medium and long-term commercial strategies are proposed, evaluated and planned.Business consultantVENTO PVC Windows, GuatemalaDec 2021 – Mar 2022Producer of commercial PVC windows, with presence from the USA to PanamaCarry out a market study of PVC windows in Chile, looking at the best way to incorporate the products in the construction materials market. In order to install a distribution of products to market them mainly in home improvement stores.Business consultantInDoor Spa, ChileMarch to April 2022Prepare the strategic commercial plan of the company, generating a CANVAS and a strategy based on the 7Ps.Brand RepresentationsRepresentations of VENTO PVC windows for the southern cone of Latin AmericaRepresentative of VIQUE CHILE

With more than 25 years of experience in the commercial area, I am committed to having representations of high-quality construction material brands and excellent performance, as well as international advice in areas, Commercial, Marketing and strategy.Main Responsibilities as Consultant:- Develop business plans for Central America.- Market study.- Prospecting for new clients in the southern cone of Latin America.

Largest chipping service company in Chile- Lead the human team of the company to align the results to the decrease in the demand for the service provided by the company, managing to maintain the % of EBITDA with 35% less sales.- Restructuring of the company to reduce the workforce by 25%, without impacting productivity, managing to improve it by more than 30%.- Lead the renewal contract negotiating with the union that brought together 90% of the workers, reaching a successful result without a strike vote and within the guidelines given by the Board of Directors.- Lead the process of increasing the availability of the production plant by 40%.

- Lead the unification of the Commercial Areas of Export and National Sales. Create, capacitating and train the sales force. Develop a five-year business plan to introduce our product to construction companies, achieving sales of more than USD 250K per month per salesperson.Leading to the Construction segment going from representing 15% of the company's turnover to 50% at the time of retirement.- Direct a marketing plan to position the Masonite brand as a leader in its category in Retailers Chian stores (SODIMAC, EASY, MTS, CONSTRUMART, IMPERIAL AND CHILEMAT), as well as a high prestige in Construction Companies.- Consolidate MASONITE as the largest supplier of Molded Doorskin in LATAM, having a commercial presence from Mexico to the south. I strengthen the client portfolio, increasing sales from USD 3.2 million to more than 9.5 million annually in 5 years.- Increase the client portfolio, increasing sales volumes and introducing new products. Achieving customer loyalty, despite being the most expensive option on the market.

- Lead the creation of the Logistics Area of the company after its purchase by Masonite. With responsibility for the entire Foreign Trade operation, production planning and supply. Later incorporate the sales management.- Prepare a plan for the implementation and control of exports, customer service concatenated with planning and supply. It is possible to develop a Management that after a short time more than 110 containers were dispatched per month, without demurrage or delays. Special focus on logistics costs such as inland and maritime freight.- Lead the team that works to increase our KPI of fulfillment taking a fillrate to 99.8% from 56%, and improve lead time from 5 to 3 weeks. Raw material inventories are reduced by more than 30% and supply contracts with suppliers are perfected.- Lead the FSC certification of the Cabrero Doorskin plant, a task that was completed in less than 8 months.

- Lead the team that oversees receiving purchase orders, planning (production and purchases), controlling the production plans of the doors and sheets divisions (Doorskin), stock control, transportation, foreign trade, product development and service of claims.- Lead the development and optimization of products, raw materials and services related to production processes. Look for technologies that allow greater productivity or efficiency, as well as local suppliers to reduce inventory and supply costs.- Introduce our products to the national market, mainly to home improvement stores.

- Carry out the technical conditioning of the production line, equipment calibration, vacuum tests, certifications, and start-up. In addition to establishing quality standards and production parameters.- Select, hire, and train all operational staff of the new Doorskin plant (60 people)

I oversaw a 5-million-dollar project to modernize the MDF board plant at the Fibranova Cabrero plant, from basic engineering, equipment selection, detail engineering, erection and start-up, being a successful project.Dependency of the Operations Manager

In this position he had the responsibility of being the link between the production plant and the commercial area of the company.Purchase order management Paper production planning for two paper machines and one pulp mill Control the development of the planning as well as the variables productive activities of the plant and generate statistics, traceability and archiving of these.I developed the methodology of strategic business units to be able to better control each department by establishing its main KPIs.Reported by Plant Manager

I oversaw the supply unit with the responsibility of buying supplies, spare parts, and materials for the two paper lines, the cellulose line, boiler making and wood preparation, with more than 10 thousand items.I oversaw 21 people, including analysts, buyers, winemaker and administrative.I made optimizations in the areas of bearings, hardware, control of waste materials, scrap, and obsolete machinery.

I developed as a process engineer in the superintendency ofEngineering, participating in development projects, mass and energy balances, optimization of defibrators, etc.I developed this work together with 3 other engineers.