GUILLERMO LIEKER

Implementation of a new IT platform (customer-specific ERP and CRM systems), which resulted in the company digitizing Process improvement implemented in Lean Manufacturing production that reduced rejects by 22%. Development of the supplier structure, which resulted in a cost improvement of 29% and an increase in delivery reliability by 27%. Personnel and talent development reengineering carried out to identify potentials and needs that have optimized shift productivity by 11%.

Construction and development of the new sales team, promoted own resources and involved talents, which led to a sales increase of 27%. Developed on a global level the forecast up to 2020 with + 18% new services, sales + 19%, GP + 11% and + 7% share of the country in the region, with sales increasing by 16% in the first quarter. Analysis and reorganization of the supplier portfolio in purchasing, creation of alliances with important strategic partners, which resulted in a 19% reduction in company costs.

Creation and redefinition of the annual budget, restructuring and expansion the range and scope of the services to be implemented with annual sales increases of 7%, 14% and 25%. Strategic business optimization, thereby increasing the customer portfolio by 19% and the business volume by 31%. Reorganization of the purchasing structure (productive / non-productive), definition of new contracts standards, achievement of -23% of the costs and improvement of the company's financial situation + 27%.

 Implementation of a reengineering process at regional level, which led to an increase of + 7% target accounts and + 11% of GP.  Strategic development of a business group that implements all the range of services, which positions us as a strategic partner and generates a record increase of + 375% in sales with a ROC of 16%.  Optimization in connection with the financial area of the DSO KPI by + 41% with an impact on the company's financial indicators.

Alignment of the global strategy for the implementation of business processes and synergies of the global activities, whereby the market share could be increased in the first year by 11% and in the second year by 14% Expansion of the range of services, development and implementation of cold chain services and DGR products, which increased the company's portfolio by 18% and sales by 34%. Implementation of the new regional marketing strategy focused on 89% of the market with specific branding measures

 Structuring and developing the new strategy for re positioning, loyalty, image and trust with clients, obtaining the regain 69% of the lost portfolio, achieved 23% sales growth and 14% improvement in GP.  I received recognition from Leader Reference in Implementations for the work done, which served as a sample result to test and implement the same strategy in other LATAM countries.

 Restructuring the billing, credit, collection, checking account and payment processes, developing multidisciplinary work teams and new strategic management KPIs, achieving a 95% improvement in the effectiveness of allocated resources, achieving an improvement in purchasing costs by 14% and 19% the Company visibility for decision making.

 Development amid crisis and hyperinflation the company's new economic financial scenario, increasing urgently the sector's resources by 25%, prioritizing emergencies and important issues in a 100% volatile and unstable market due to the external dependence on working capital.  Leading and strengthening a high-performance team, allowing to obtain regain 83% of its equity in 70% of the planned scope and achieved a 77% improvement in the DSO KPI, positioning Argentina as the LATAM leader example.