Moises Abraham Valdivia Quiroz

Headed Consumer Electronics and Smartphone after-sales services in LATAM. (8 Country Managers direct & 12 indirect reports). Having full accountability for the brand's operations & results. (Including products, accessories, spare parts sales, after-sales services, customer experience, and P&L Profit and Loss). • Increased sellers' revenue by 12% during the fourth quarter of last year, exceeding the target by 6%, using leadership of regional accounts (Caribbean, Ecuador, and Venezuela) through supporting the P&L management, PSI, and sell-out analysis of the operation, and made it more efficient by reducing business costs and implementing strategic, operational, and technological tools. • Improved customer service lead time by 35% (in Cell phones category in Panamá, R. Dominican, and Ecuador) by ensuring SKUs production, spare parts, and accessories availability by executing negotiations with factories and logistics vendors, recovering Customers Satisfaction by 40% compared to the previous period. • Expanded Sellers and Service Centers territory coverage by 20% reaching 100% of strategic LATAM countries by reinforcing the current Sales and Service Warranty network and adding highly qualified partners during a screening process. Executed USD 6.2 MM in marketing campaigns to promote brand services and obtained an ROI of 42:1 which was above the regional target by 5%, exceeding other branch managers’ performances. • Reduced slow-motion SKU products and spare parts from U$ 21.5 MM to U$ 3.4 MM through directing Marketing campaigns and Process Innovation projects (Lean Six Sigma) and collaborating with Global stakeholders These best practices were supported for Korean Head Quarters and asked to be implemented in other LATAM subsidiaries.

• Enhanced dotcom sales by 60% (U$ 16MM + compared to the previous period) by adding extra benefits to final customers and B2B institutional markets, pursuing perfect Energy, Medical devices, and Post Sales Service mix. • Secured +$86MM through revenue-growth-management initiatives leading Business Transformation agenda keeping negotiations with key regional accounts and restructuring contracts for win-win results obtaining second and third-phase hospitals and factory energy projects. • Increased Health Division's sales by 45% and Energy Division's sales by 35% by guiding stores and Service Centers, executing incentive programs, and reducing product failure average. • Reduced B2B customer complaints by 39% and decreased operations costs by USD 1.2 MM per year through redesigning the main structure and guidelines and managing Lean Six Sigma continuous improvement projects with LATAM and Europe stakeholders.