Experience

Grupo CALA

• Manufacturing
• 1 - 100 Employee

• • May 2022 - Present

  In charge of CALA operation in Latin América

• • Feb 2016 - May 2022

  Direct Reports. 22. Reporting to company CEO• First employee of the company in Perú in February’16, responsible to define and create many aspects of the company, selecting Contract manufacturing for our products, defining the Go to Market strategy and customers, selecting the Logistic partner for the distribution and warehousing, defined location and construction of Company Offices, hired all employees; and most importantly secured continuity of the business when the brands where 100% ours (as of August 2016).• Elected “Empresa Peruana del Año 2019”• First four years have been proven to be very successful with sales 150% vs. pre-CALA and operating profits up to +40% vs. before. Show less



L'Oréal

• France
• Personal Care Product Manufacturing
• 700 & Above Employee

• Trade Marketing Manager Central America

  • Mar 2015 - Feb 2016

  Size of the Business. 130MM USD. Direct Reports. 12 people. Areas in charge. Central America, Ecuador, Bolivia, Paraguay. Reporting to Division Vice President. • Developed the in store strategies from the brand teams into the different trade channels • Launched the beauty consultants university for the 490 consultants across LA • Implemented the CheckPos sales fundamentals project to measure and track key execution variables in store • Responsible for the business in El Salvador, managing a Local multifunctional Team of 8 people Calendar Year 2015 obtained +14% in Sales growth (vs. +8% total L’Oréal Group) and +22% profit growth. Show less



Procter & Gamble

• United States
• Manufacturing
• 700 & Above Employee

• • Jan 2013 - Dec 2014

  Size of the Business. +850MM USD. Direct Reports. 20 people. Areas in charge. Central America, Ecuador, Bolivia, Uruguay, Paraguay and República Dominicana. Reporting to LADMAR Region Vice President.• In the 2013-2014 period delivered an average yearly growth in sales of +12% in USD, and an average profit growth of +15% when compared vs. 2012.• Redefinition of the Where to Play and How to Win of the Fabric Care category, complete re launch of the Baby Care category.• Redesign work of the Trade Marketing and Marketing structure to better serve the 11 most important countries we serve. Show less

• • Jan 2011 - Dec 2012

  Size of the Business. +1,200MM USD. Direct Reports. 8 people. Areas in charge. Latin America. Reporting to Latin America Marketing Director. México. Managing a very complex business with completely different dynamics in each channel: Modern Trade with huge participation from Henkel global competitor, and Traditional Stores with La Corona local competitor.Growth of 5% last 2 years and with stable shares but recently approved the biggest ever plan by global management to change the rules of the game in the category in México. Required a lot of internal negotiation within the LA team as well as the Global Team. South Cone. Change the rules of the game in the South Cone Market by redefining our how to win strategies, from competing head to head vs. the leaders of the market in the dominant form (laundry powder) and transform the market to the new liquids segment. • Consistent 2 years of growth in US$ with an average growth by country as follows.1. Chile. Growth of 20% by year, from $70M to $100M, achieving a total value market share of 26 pts.2. Argentina. Growth of 40% by year, doubling the business from $100M to $200M in the last 2 years and achieving market share of approximately 25 pts. • Liquids segment from 2 to 10 pts of the market in both countries, with a share in that segment of 85 in Chile and 80 in Argentina. Show less

• • Jul 2008 - Dec 2010

  Size of the Business. +150MM USD. Direct Reports. 8 people. Areas in charge. Perú and Bolivia. Reporting to F&HC Andean Marketing Director. • Laundry. Delivered average growth of +10% per year in volume and +16% average per year in sales behind strong performance of Ariel and Magia and the creation of a new capability to generate distribution in the Tienditas and the wholesalers plazas (bazooka plan).• Fabric Enhancers. Launched successfully “Downy Libre Enjuague de Ariel” obtaining market leadership with more than 50% market share after 10 month of the launch. Won 2 Effies in last Effie Awards 2009: Best Product Launch and Gran Effie (first time P&G won a Gran Effie). • Dish Care. Successfully launched Refill Initiative and launched the Dish Liquids category hat has enabled Ayudín Brand to gain +4 share points (from 52 to 56% Value Share) in 2008. Business grew +15% in volume and +22% in NOS in average. Show less

• • Jun 2007 - Jun 2008

  Size of Business. +250MM USD. Direct Reports. 8 people. Areas in charge. Latin America. Reporting to Latin America General Manager.• Successfully launched the Dish category in Venezuela under the brand Name Lavansan achieving 12pts of market share after one year of being launched. Copy used for that launch won two external awards and also an internal award of best category launch in Latin America.• Achieved leadership in the Dish Category in Modern Retail in Argentina with Magistral Brand. Was responsible of growing Argentina business from $25MM to $34MM behind successful Physical Commercial Innovation. Copy developed for that campaign ended in the short list for Cannes 2008 awards Show less

• • Nov 2005 - Jun 2007

  Size of the business. +40MM USD. Direct reports. 2 people. Areas in charge. Perú, Venezuela, Colombia, Ecuador, Bolivia. Reporting to the Home Care Latin America Marketing Director. • Business that was composed by the brand Ayudín en Perú, Tras and Cristal in Colombia and Lavansan in Venezuela, grew from 24MM USD to 40MM USD. This despite the volatility and economic crisis suffered in Venezuela in that period of time.• Redesign of the sub region to be successful in the future. Build from scratch the master plan of innovation for the next 36 months for the Andean Region, with the new guidelines from the Headquarter of doing Fewer, Bigger and Better things. The new master plan of innovation was transformed from 22 to 12 initiatives and cumulative value of those grew from 5MM USD to 12MM USD. Show less



Universidad del Pacífico (PE)

• Peru
• Higher Education
• 700 & Above Employee

• Part Time Professor - Undergraduate School Business Administration

  • Sep 2010 - Dec 2010

  Professor of Go to Market and Pricing Policies course Professor of Go to Market and Pricing Policies course



Procter & Gamble

• United States
• Manufacturing
• 700 & Above Employee

• • Jul 2003 - Jun 2005

  Size of the Business. +250MM USD. Direct reports. 2 personas. Areas in charge. Latin America. Reporting General Manager of the Division. • México growing +8% in sales in USD in the period under my tenure.• Andean region results, business was duplicated from US$12MM to US$24MM in sales. Market Share growing in 3 most important countries of the Andean Region: Perú from 32 pts. to 45, Venezuela from 5 pts. to 10 and Colombia from 8 pts. to 12.• Most important initiatives: Re launch of Ayudin dishwashing in Peru, re launch of Lavansan Surface Cleaner in Venezuela, re launch of Tras and Cristal dishwashing in Colombia, Salvo Orange and Salvo Oxygen initiatives for dishwashing in México. Show less

• • Oct 2002 - Jun 2003

  Size of the Business. +1250MM USD. Direct Reports. 3 people. Areas in charge. Latin America. Reporting to the Trade Marketing Director for Fabric & Home Care. • Prepared the full commercial launch plan of a new brand that was launched in Mexico in the Fabric Care category: Maestro Limpio. This brand achieved 5pts of Market share on Year 2 of the launch.• Responsible of the full sales presentation and plan development of a new Innovative Larger Size in the Fabric Care category, called “La Rellenita”. This size was responsible of the growth of 3pts for the brands involved (Ariel and Ace).• Great part of the work was dedicated in developing capabilities of the categories with the local trade marketing managers of each country. Show less

• • May 2001 - Sep 2002

  Size of the Business. +120MM USD. Direct Reports. 2 people. Areas in charge. Perú and Bolivia. Reporting to Peru Marketing Director. • Contributed to growth of the Fabric and Home Care business that grew value market share from 58% to 68% of total.• Led distribution plans for 400g Initiative (la “gordita”) and Magia Blanca initiatives, achieving 50% distribution levels and 85% customer effectiveness in only 8 months of introduction, and 64% distribution levels in MB Interior (+13% vs. May-June 2001)• Led targeted regional trade plans, ensuring strong customer fundamentals that strongly contributed to the recovery of the Interior leadership, growing +8.6% in March-April 2002 vs. January-February 2001. Show less

• • Nov 1999 - Oct 2001

  Size of the Business. +80MM USD. Direct Reports. 10 personas. Area in charge. Lima, Chiclayo, Piura, Trujillo, Iquitos. Reporting to National Sales Manager.• Strong business results on the two regions that were in charge, Lima Unit growing +6% vs. previous base and North-East Unit growing 11%.• New HABA approach recommendation. Proposed a model to treat HABA customers in a different way than wholesalers to have fairness in discounts and trade terms. • Paw’s implementation Project. Successfully implemented the Paw Project with the Customer Digalimenta (currently largest regional P&G distributor) Also a system was implemented with P&G Systems multifunctional that allows P&G to track the sales by rep and by product in a monthly basis. Show less

• • Jan 1998 - Oct 1999

  Size of the Business. +15MM USD. Direct Reports. 0 people. Area in charge. Lima, Iquitos, Sur Chico. Key Customer. Supermercados Peruanos. Reporting to Sales Manager from Lima and North Zone.• Delivered strong business results in each of the Sales Zones in that period. Lima +19% USD sales growth, Iquitos +25%, Sur Chico +3% (Fenómeno del Niño Flood in 1998).• Participated in the Multibrand Launch in Bolivia with our distributor Companex, developing and implementing a Training Plan for Companex Sales Force. As a result of this effort, Bolivia Team shipped +7% vs. objective.• Lead the Analysis of the Cross Border effect of Bolivia to Perú trans shipments, which derived, into a change of financial terms and conditions of doing business with Distributor Companex in Bolivia. Show less