• Supervised a team of 3 sales reps who follow up with 10+ key customers in the industrial and automotive industry. Organized sales presentations, activated promotional sales pitches, and defined potential territories to prospect. • Arranged trips to visit customers’ main facilities and production plants, sometimes located over 100 miles away. Developed connections with bearings and hoses users. Consolidated businesses and created partnerships.• Researched data trends to detect high demand products and underserved territories. Presented findings to the leadership team and proposed strategic plans to attend the market. • Managed new bids and tracked delivery performance. Modeled financial cost of ownership to secure working capital. Followed up with key suppliers and delivery deadlines for critical orders• Forecasted sales by using Excel databases and formulas. Built databases from raw sales data to forecast sales for 25,000 SKUs, resulting in additional working capital and cashflow. • Prepared PowerPoint presentations by extracting information from Financial Statements and ERP system. As a result, we were able to detect market trends and fund profitable business projects.

•Managed an $8 million purchasing budget and supervised 2 procurement analysts to secure in-stock inventory for over 10,000 SKUs. Established a fact-based culture to maximize our purchasing resources by using data and sales team feedback.•Managed major global suppliers and built partnerships, resulting in added benefits vs other importers. I accompanied our suppliers around the country in visiting mining and agro-industrial customers, resulting in integrated supplier-distributor partnerships.•Established a purchasing budget for each sales rep, giving priority to critical products vs non-critical products, and enabling the company to stay on budget. As a result, overspending was reduced by 26%.•In 2013, the CFO announced a new product division. At that time, resources were maxed-out. I used KPI and profit analysis reports to convince the CFO in postponing the new product launch. As a result, we were able to secure our inventory and deliver 100% of the currently contracted products within time.

•After spending 5 years in sales, I shifted to supply chain due to constant out-of-stock issues. I established minimum stock levels for over 20,000 SKUs, and monitored purchases to avoid overstock. After 3 months, overstock was reduced by 24%, and high demand products were secured for the current contracts.•In 2011, our customers lacked direct contact with the company. I arranged a weekly meeting to integrate both the sales team and the supply chain team to further engage with our customers by rapidly solving product defects, invoice reconciliation, and tracking of purchase orders. That year, we increased our customer retention by 45%.•Executed a marketing campaign for our overstocked products. By joining efforts with sales, we contacted previous users to re-offer the products at reduced prices; launched an online platform to display sitting-inventory in a global distributor network; connected with new distributors in trade shows to sell our overstock products in bulk.•With metal prices skyrocketing in 2011, our business was growing very rapidly, and the warehouse was already at maxed capacity. I developed an expansion project that included 2-level pallet rack system to use warehouse´s “air space”, expanding shelving capacity in 35%, and alleviating an already clogged area.

•Led 12 sales representatives and defined sales territories. Catered new customers with introductory pricing and services, and increased customer base in 23%. I concentrated on building relationships to secure long-lasting business partnerships with our customers.•Organized presentations and meetings with sales team to research the 100 most critical products. We identified a wide range of problems, from manufacturing defects to cheaper equivalent products. After applying adjustments, including the possibility of selling at cost, we managed to sell 55% of the critical products within 7 months.•Coordinated pre-sales for new incoming inventory to secure sales from the competition. Rapidly sent emails and snail mail offering pre-arrival prices and discounts. Pre-sales represented 21% of the general sale.

• Managed company’s sales territories and customer follow up.• Designed and implemented an sales budget for day-to-day expenses.• Assisted the Sales and Warehouse team in organizing sales events and campaigns.