Alan Eduardo Lavalley Cabrera

Responsible for the construction (MG/BYD), opening, and operation of the MG Serdán Puebla dealership of Grupo Excelencia. Developed the commercial strategy for Sales, Service • KEY LOGRO (Start-up): Led the construction, opening, and integral operation of the 4th MG dealership in Puebla, managing an investment budget (CAPEX) of $20M MXN and building a team of 50 professionals. • QUANTIFIED RESULT: Scaled sales in 8 months from 30 to 72 monthly units (140% growth), achieving a sustained utility of 9.57%.

External Consultant for companies in the Automotive, Tire & Wheels, Industrial, Retail, and Agricultural sectors, International, National, Distributors, End Users, and franchises. Provided consultancy, Market Studies, Presence, Penetration • Provided strategic consulting for Tier-1 companies in the Automotive, Industrial, and Agricultural sectors. • QUANTIFIED ACCOMPLISHMENT: Developed investment projects, including one worth $10 Million USD with an ROI achieved in only 8.5 months and a net margin of 22.5%.

Participated in the development of company training in Mexico, as well as its commercial development project in Mexican territory. Created the complete layout of the company across all areas (Commercial, Administrative, Warehouses, Logistics, Import, Export, Distributors, E.O., Legal, HR, Offices). Developed commercial policies for Distribut • Created the commercial and operational structure from the ground up. • Led the prospecting and management of Original Equipment (OE) accounts such as Nissan and Ford.

Development and growth of the distributor and sales network in the Center - South of the national territory. Prospecting and Opening of 12 Distributors and End Users. Commercial and operational execution of sales. Attention, Development, and Training for the Distributor Network, Applications • RAPID IMPACT: In 3 months of interim management, led the opening of a strategic warehouse in Guadalajara. • Developed a network of 32 distributors and secured the mobilization of 52 containers during the period.

Responsible for planning, executing, and directing administrative, commercial, and operational management. Adapted commercial policies to national strategies in the development of regional sales strategies, strengthening relationships with distributors. Established sales goals, leading the commercial and operational team to reach them monthly according • Opened a strategic warehouse in Mérida that reduced costs, delivery times, and improved service, dramatically boosting sales in the Southeast region.

Service, Development, and Training for Distributor Network and End Users in Truck, Agricultural, Otr, Industrial, Forklift, and Earthmoving tires. Prospecting, Applications, Automotive Dealerships, E.O., Product Performance, Development and Monitoring of Product Performance Programs, Special Accounts, National Accounts, Government. • Raised the profitability of the distributor network through intensive technical training. • Consolidated brand presence in a new region, opening a solid network of distributors

Service, Development, and Training for Distributor Network and End Users in Truck, Agricultural, Otr, Industrial, Forklift, and Earthmoving tires. Prospecting, Applications, Automotive Dealerships, E.O., Product Performance, Development and Monitoring of Product Performance Programs, Special Accounts, National Accounts, Government. • Raised the profitability of the distributor network through intensive technical training. • Consolidated brand presence in a new region, opening a solid network of distributors

• RESTRUCTURING AND SAVINGS: Orchestrated the network purge in Chihuahua and Puebla, achieving 65% operational savings in Chihuahua. • SALES GROWTH (National Leadership): Multiplied the annual billing in Chihuahua from 3,970 units to a peak average of 42,932 units, achieving a sustained annual profit of 28.5%. Growth was driven by being HP and UHP Project Leader. • Scaled annual billing in Yucatán/Mérida from 38,175 units to 82,357 units in 2 years (over 115% growth). • Identification Leadership

Financial Services (VW La Villa) | Feb 1997 – Aug 1998 Customer and Fleet attention, Special Accounts for Individuals and Corporations, Business and Government, Prospecting, Development, and Monitoring of Sales and Incentive Programs, Special Accounts. Leasing, Financing, Automotive financing. • FINANCIAL IMPACT: Boosted monthly sales by over 30% through the implementation of Credit and Leasing, achieving a 72.8% participation in the sales mix.

Commercialization of agricultural products, processed and unprocessed, Balanced Feed, Medicines, Agricultural Equipment, Fertilizers, Herbicides and Fungicides, Animal Husbandry, Pets, accessories. Prospecting, Client Attention and Follow-up, Development of Productive Projects • EXPONENTIAL GROWTH: Scaled sales volume from 10 tons/month to 485 tons/month (a 4,750% growth). • Growth was driven by the "Turnkey Productive Projects" program and active participation in local, regional, and university events.