Responsible for leading marketing and technical service efforts which included management of both proprietary and private label product lines and brands, pricing strategy, and brand strategy. Also, in order to improve several departments in the company, I took the responsibility of them for some time as Sales (1 year), Materials Planning (6 months), and Business Unit Manager (1 year).MARKETING & TECHNICAL SERVICE:• By several Margin Management (price, cost) actions I achieved a 64% EBITDA increase gaining market share even with price increases 7% above inflation.• Improved brand positioning by creating exciting experiences for customers, increasing brand equity that was reflected on up to 12 points in the margin by product line.• I created and implemented the “new products” process and led the team to develop 9,000 new SKUs under different product lines for own brands and different private labels.• I did the strategies to turnaround the finances of two manufacturing facilities increasing production and profitability.• I requested a review in cost calculations and costing methods that drove to a change in this matter globally.SALES: • I restructured the sales organization (sales force and customers).• I implemented sales processes based on statistics and commercial policy.• I open two new distribution channels, Retail (Autozone & NAPA) and Brake Specialist, including 9 product lines, 7 brands, pricing strategies, commercial policies, advertising, and promotion.• Sales grew 29% in three years.MATERIALS PLANNING: • I created and led the team to implement Sales & Operations Planning (S&OP) methodology among commercial and manufacturing operations. Doing this I created the structure and processes (procedures) for Materials Planning and collaborate in the purchasing processes (procedures).• We improved fill rate from 67% to 98% and 26% inventory reduction.BUSINESS UNIT MANAGER• I created and led the BU for brake specialist under the brand AIMCO.

I was responsible for the optimization of the business, the creation of new businesses, and product management.• I created and led a cross-functional team to improve the fill rate from 72% to 92%. Demand increased by around 12% due to confidence in the operation.• I led the Strategic Plans by Product Line, which was the first time it was done at Schaeffler Mexico.• To support strategies, it was necessary to improve personnel retention among Product Managers then I created the Professional Development Plans, 5 out of 6 have grown in the company for the last 8 years.• I improved Technical Service inbound calls attention from 81% to 99.8%, using statistical methods.

I started as responsible for Marketing and Customer Service, due to different situations, my results and knowledge, I became responsible also for Sales, Materials Planning, and Purchasing. MARKETING AND CUSTOMER SERVICE• 65% of profits increase due to margin management strategies and sales growth.• I implemented a KPI Scoreboard to accelerate the order-invoice process for a 16% sales growth.• I improved margin by 5% due to the creation of a commercial policy and several pricing strategies.• I improved attention to customers reducing quotation time from 15 days to 15 minutes, eliminating mistakes in orders, and stretching relations with proactive (outbound calls) vs reactive (inbound calls).• Relaunched several product lines as couplings, gears, chains and bearings, including product, distribution, price and advertising strategies.• I create a digital advertising strategy to reach 12,000 maintenance specialists, which is more than any other media.SALES: • 38% yearly growth in sales.• I implemented CRM using salesforce.com and rising registered opportunities by 110%.• I negotiate with customers to introduce new product lines.• I implemented a commercial policy to stablish order in discounts.• I implemented of a quotation process to make it more attractive and just to participate in projects.MATERIALS PLANNING / PURCHASING:• I implemented the planning process to reach a 95% fill rate and a 32% inventory reduction.• I reduced delivery time from 30 to 4 days.• I optimized inventory (32% reduction) building inventory to support sales growth in several product lines and reducing in other product lines.

Responsible for leading marketing and technical service efforts which included management of 38 product lines and 17 brands, reporting to Managing Director and six Global Marketing Directors.• I achieved up to 28% yearly EBITDA growth due to pricing strategies, supported on brand positioning improvement.• I designed & implemented the “New Products” process including business analysis, engineering, sourcing, and sales. This process, made in Mexico, was the base for a global process to increase coverage globally.• I push to create the Purchasing Department for finished products that later became global. We developed several suppliers for fuel pumps, suspension, engine parts, filters, spark plugs cables, among others.• My team launched 6,000 new SKUs and 10 product lines, to grow 43% in four years. Product lines include Wagner and Ferodo brake pads, TS suspension, FP Diesel Caterpillar and John Deere engine parts, XVision and Rainy Day wipers, Champion iridium spark plugs, National clutch release bearings, FP Diesel filters, etc. • I implemented the Strategic Planning process, aligning resources, increasing teamwork, and knowledge.• I reorganized the area in Market Segments (business units), creating multifunctional teams with other departments as sales, planning, accounts receivable, and distribution to improve business development.• I created Business Analysis & Intelligence tools, including several unique market research techniques.• I create SOLUCIONes magazine that reached 35,000 installers and counters bi-monthly to improve brand positioning.• We design promotions directed to installers and counters with up to 2.5 million participants.• We create a promotional program for distributors with financial analysis to make them profitable.• I developed several domestic & export businesses for manufacturing facilities in Mexico.• I did several projects to reduce total cost & lost sales.• I was involved on brand creations & brand license agreements.

Responsible for the marketing initiatives of the automotive aftermarket for 5 years, the industrial market for a year, and automotive hoses for a year as Product Manager.• The lines under my responsibility grew from 7% to 18% yearly with continuous increase in profits.• In 12 months between 2002 and 2003, my projects and initiatives, in OEM and aftermarket, generated additional US$ 5.7 million in profits.• I improved market share from 65% to 85% in general and reached 92% in the main product line.• I designed the plan to turnaround the financial results of EDASA one of the manufacturing facilities, increasing sales by 26% and gross profits by 145%.• As Six Sigma Black Belt Champion, my teams had the best results with the three most successful cost reduction projects (US$ 650,000 yearly).• I designed and executed the strategy by product line.• I designed and executed price strategies to improve margin and gain market share at the same time based on deep statistical and commercial analysis. We were more expensive and yet we gained market share. • I designed and implemented the “new products” process to reach 98% market coverage.• I created a forecasting tool that helps to improve fill rate from 95% to 98% and established priorities by profitability.• I created the magazine Sin Parar (40,000 bi-monthly) to improve brand positioning and as a result Gates became the most loved brand.• I launched or relaunched more than 10 automotive and industrial product lines including Twister radiator hoses, tensioners and pulleys, distribution kits, Platinum Quality belts, FL hoses, brake diaphragms, synchronous belts, etc.• I created a Business Intelligence system that generates information at all levels of the commercial and product structures.• I was the Business Unit Manager for automotive products, industrial belts and industrial hoses working with Marketing, Sales, Manufacturing, Product Engineering, Planning and Finance to improve sales, profits and operations.

As Engineering Supervisor, I was responsible for all engineering departments for new products (Product, Industrial and Contract), with all engineering under my responsibility it was easy to implement Concurrent Engineering to improve all the KPIs related to engineering and manufacturing.• Results achieved were: 70% production increase, on time delivery from 5% to 95%, error free designs, time reductions in delivery from 16 to 8 weeks, contract specification from 36 to 6 hours; cost reduction of 18% in materials and 40% in labor.• I took responsibility for production planning for three months implementing just in time and creating the system “advanced materials planning” to request raw materials before engineering specification gaining 4 weeks on delivery.• I developed systems to automatize contract engineering calculations and other manual tasks.• I reorganize the area creating multifunctional engineers (contract and industrial) As Project Leader, I was responsible for the coordination of a multidisciplinary team to create and launch products and methods to fulfill customer requirements at the lowest feasible cost. Products were developed using: QFD, Concurrent Engineering, Engineering for Manufacturing among other techniques. • I led 5 product lines development, including two for foreign markets (the USA and China), as Europa 2000 VF, ADV, and Euroline. The two foreign lines required parametric design.• 90% reduction in product development time (time to market).• 58% manufacturing time reduction and 52% installation time reduction.• I implemented CadKey as the CAD software for the company.

7 months of Product Development Training in the World Otis Engineering Center in Brazil.• I used several product development techniques as Concurrent Engineering and QFD.• I participated in two patents.• The project was very successful in the market gaining 65% market share from a previous 17%.