Ariadna Angélica Praz Avalos: in México, D.F., DIF

Responsibilities: Sales: To communicate the main advantages of the products in display on the point of sales to get 5% increasing LY. Visibility: To improve the brand visibility communicating the AS & Grohe brand equity and adjusting the store needs. Profitability: To save the investment for showing 100 new products and replacements. Innovation: To improve the purchase experience by placing interactive samples in the store restrooms. Achievements: • I created the Updated Samples and Display Plan (Fixed Assets/Capex Investment) with the brand equity communication on the 57% of the total market stores (with 0% coverage) by implementing in one store daily, executing in a 3 year budget in only one. • I introduced faucets category launching in the 100% of the stores, by identifying COVID insights and creating sensory purchase experiences. • I increased sales to 8% in wholesales and 37% in retail by creating a strategy to exhibit shopper business solutions and ensuring the inventory availability which logistic was complex and low (COVID) • I created the sample database updated for each store (256 stores) to save 80% of the investment for showing new products and replacements.

Responsibilities: Sales: To increase the retail sell out 10% vs LY. In Point of sales, to increase the closing sales from 3 to 5 in approaching sales demonstrators. Managing: To lead the own sales work team, 44 reports ( demonstrators, supervisors and coordinators). Annual activations. 865 Profitability: To optimize the Operation Demonstrators Expenses 20% to 17%. Share Of Market: To increase vegetables Market Share 78%. The category had no increase. Innovation: To position the La Huerta and Nutriverde new launching products to the current and potential shopper. Goals: • 5 years Strategic Planning to consolidate the brand in all categories with no leadership and obtain the 2% increase of market share of the frozen category. • I increased in each activation the 33% sell out by creating removing frozen food barriers strategies and reaching new markets with the Tyson, Tajin, Oster and T Fal alliances. • In the Whole Chains, investing 5,000 tastings each year, I reached the 100% of new products on the frozen beverage, gourmet dishes and fish as a regular product. • I improved the profitability on the Operation Expenses 2%, by reducing the base salary of the own supermarket demonstrators. I encouraged them with female leadership with support work at all levels. As a result I increased 12% sell out vs LY.

Responsibilities: Sales: To reduce the sales decrease retail in the main airports (177 stores). Visibility: To change the destiny category layout to improve the purchase experience. Achievements: In the Handicrafts category, I developed a 360 Strategy Trade Marketing Plan to reduce a 12 month excess inventory based on the understanding of insights from shopper travelers, strategic categories lay out changed, and I created a communication campaign to increase the consumption. The excess inventory was decreased 50% and the decreasing of sales were reduced on 7% total categories.

Responsibilities Sales: Sales increase 5% vs LY in the retail channel. Innovation: To position the new launching products and seasonal looks. Achievements: • I increased the Sell Out vs LY 10% by implementing Public Relationship and Point of sales Brand equity Communication. I improved the end retail season inventory months, reducing from 5 to 3 months avoiding devolutions by creating a sales strategy focused on highlighting the consumer beauty using the available products on the store. • Looks and new products launching achieving the numerical distribution of 100% (202 stores).

Responsibilities: Sales: To increase 5% Vegetables, 3% Mushrooms, 3% Fruits vs LY. Share of Market: To increase the main core business Market Share 1% in the vegetables category (fifth highest food consumption). Profitability: To reduce the vegetables operation loss 2.0 points in vegetables and 1.0 in fruits. Main Achievements: • I reinforced the Herdez Brand Equity with the ATL new campaign: Herdez, nurturing love. I implemented a consumer contest in retail, achieving a 35% increase in sell-in vs LY. • I increased the vegetables category 1.8% Market Share (Tons) and 1.3% (Value). The Sell in was increased 32% on boxes and 49% in value creating 3-year Strategic Marketing Plan to increase distribution and with commercial plans of the segments with the highest consumption. • I improved the profit 20% vs budget. I launched Tetra Pak Core Business Vegetables.