About usVistage Worldwide, Inc. is a global organization that assembles and facilitates private advisory boards for CEOs, senior executives and business owners. Vistage and its affiliates have nearly 22,000 members in 16 countries, representing the world’s leading chief executive organization. Vistage offers a unique combination of resources for accelerating CEO and key executive business performance, including monthly problem-solving peer group meetings; one-to-one executive coaching sessions; expert resource speaker workshops; an online best practices library; regional and international conferences; and access to a global online network of business leaders. Member companies generate nearly $300 billion in annual revenue and have more than 1.8 million employees around the world. Vistage members are more successful than their competitors and, on average, grow at 2.2 times the rate of average U.S. companies.The Vistage family of companies includes our affiliates operating under the names TEC, The Executive Committee and The Executive Connection. Offices are located in Argentina, Australia, Brazil, Canada, Chile, China, Germany, Ireland, Malaysia, Mexico, Netherlands, New Zealand, Singapore, South Africa, the United Kingdom and United States.

Provide the participants in the outplacement process of DNA with the CEO perspective through simulation of job interviews. Evaluation of participants, providing them with feedback and suggestions aimed at improving their success in the job application processes.

The Dutch Chilean Chamber of Commerce in Chile.The Dutch-Chilean Chamber of Commerce aims to strengthen commercial and cultural relations between Chile and the Netherlands. Its present members, consisting of important companies like Rabobank, Philips, Unilever and individuals with bilateral interests, reflect the existing links between both countries.

Area Director (CEO), Industrial Market, Latin America (C level SKF), Sales > 400 MUSD, 1400 employees in 7 countries, 13 direct reports, full P&L responsibility, member of global Division management team.• Sales in constant currency grew 25% and operating margin improved by 50%, by increasing sales of especially non-bearing products, the achievement of major service contracts, relentless implementation of cost efficiencies, the development of a high performance team and correct execution and follow up of plans (2011-2015).• Sales growth 50% higher than average growth for consecutive years in defined Key Accounts customers, through structured approach, in terms of selection, customer need analysis, value-selling, value documenting, upselling, focus, follow-up and training of own sales staff (2013-2014).• Implementation of replication sales culture, taking full advantage of product and service solutions already successfully developed with customers in different countries through systematic identification and follow-up, plus strong incentive and motivation of sales staff, generating 3% additional sales plus more than 6% in sales opportunities with projected hit rates of over 50%.• Implementation of centralized Customer Service center in Uruguay for Latin America, from zero, in order to make a substantial improvement in the service level to our customers – a strategic objective of SKF worldwide -, at better costs and with more features, overcoming initial resistance while minimizing transition risks and set-up of a strong base to add value to the customers and local sales organizations (2013-2014).• Implementation of global reorganization, reducing headcount in Latin America by 13% in white collar employees and 7% in workers without affecting the operations and resulting in 10% annualized payroll reduction, by eliminating non-value adding activities and prioritization of targets, through clear communication and fair treatment to those leaving (2015).

CFO Argentina (as of 2008): 600 employees (including factory), 7 direct reports, total finance department 24 employees. • Turnaround of depressed, underperforming Finance department, to one of the strongest departments within SKF Argentina, with improvements in all relevant measurements, at lower costs, with less headcount and leaving a strong team in place focused on continuous improvement, better relationship with external parties.Area Business Controller, Service Division Latin America, Sales approx. MUSD 300, 1000 employees, 2 direct reports, total team of 6.• Business Support to Area Director, Latin America team and Sales Units.• Strong focus on performance of Sales Units, Segments, Platforms, Service, Key Accounts – action plans and follow-up.• Reporting of SKF SD LAM (7 countries, including Brazil), compliance with Group policies, BusinesPlan and Forecasts, Six Sigma.• Development and implementation of comprehensive management reporting which identified improvement opportunities to improve the results as well as building a strong controllers community in Latin America, favoring benchmarking and teamwork.• Area HR responsible until 2006.

Finance, Administration & Logistics Manager, SKF Chile, Santiago, reporting to Managing Director with dotted line to Area Controller. 5 direct reports, with in total some 20 persons in the department. Net Sales >MUSD 20, 50 employees.• Responsibilities: Finance, accounting, reporting, Customer service, Stock planning, Warehousing, Human Resource, Quality issues (ISO), Six Sigma Implementation Champion, IT