Gustavo Baca: Chief Information Officer (Associate Director) in Coyoacan, DIF

Reporting to an IT executive Committee, to direct, manage and design corporate strategies to guarantee the business continuity and impulse the organic and inorganic business growth. ER Way is the proposal to transform digitally the current business units ensuring the usage of the technology and return the investments; taking control of the IT governance and preparing the area to become part of the Share Services Center. Oracle Fusion as the ERP to manage the group operations, plus other satellite systems to do the operations like TMS for the passengers’ issues and ZAM for the merchandise transportation. In charge of the director for the IT Development SW team, Infrastructure and Customer Support, ERP and enterprises apps, Security and CCTV operations. TRANSFORMATION: • TMS Digital. Integral sales system • Apolo 2.0. Adding functionality Oracle Fusion ERP • Digital strategy 2019-22. Including eCommerce, BigData, AI, IoT, and RPA

(38 Reports; 7 direct y 31 in staff) Direct, manage and design corporate strategies for diversification and international expansion purposes from the IT perspective, plus continue and operate the Research and Development area for new products launching and the Innovation process to differentiate the firm with competitors. Covering Enterprise Applications (ERP, CRM, HR), Apps Development, Governance and IT Security, Infrastructure, Projects Office, Research and Development and Innovation areas and 38 in-direct reports plus external temporally resources (between 20-30) for projects execution. SAP S/4Hana version including the Hybris CRM, BW, PI, SD, MM, FI, CO-PA, PP, PS, HCM, WM, PM, QM, WF TRANSFORMATION: • SIMBIOSIS; SAP S/4Hana implementation including BPM and BPC usage improvement, FM, PS Modules configurations and the SCP enhancing end-user tailored apps. Includes the CRM (C4C Hybris) and Fiori apps usage; base on the 3.1 Mio USD Business Case and 2.5 ROI (June 5th, 2018, go-live date) • ANDAMIO; Infrastructure renewal Front and Back Office server's infrastructure (VMware virtual servers, with EMC storage) • SINAPSIS; Google Suite implementation to increase and improve business processes connectivity and people collaboration. Cost reduction and savings. • RUBIK; the BI project as the preparation for Artificial Intelligence phase; automating most of the business reports and KPIs into Cubes with Qlik View. • RIB; Design of the new way Technology area operation, focusing into Reengineering and Innovation process in a bureau for it. • 2017 Budget consolidation with savings for about 7%.; 2018 Operative Budget based on Cost per User • Digital Strategy 2018-23 proposal; including eCommerce, Big Data, AI, IoT, Augmented Reality and a Health Social Network with a component based on Block Chain. INNOVATION: • Folios 4.0 new version development; including the 3rd party bar code reading to reduce the process steps and control inventories on all stages: • INTRUBAG launching. Medical device for the collection of specimens in the thoracic cavity of the patient. • 4/5 Registered patients for the VITACOR (Ventricular assistant) at the COFEPRIS • The Innovation Portal. Catching the ideas, the maturation process, the business case development, the Phase Gate pass, project generation and execution, launching and Go To Market processes, with a KPS vs Business Case results verification. Launching the Innovation Bureau, including the go to market final stage • Centennial APPs; developing the apps for new generation's needs; SOHO (Surgical area enhancing and operations improvement) • Developing the VITRUBIAN business case; Success Factor implementation for most of the Human Capital area processes automation. • Developing the MERCURIO business case; Marketing and e Commerce Hybris implementation to increase private sales in about 3 MUSD the 1st year, to penetrate markets where distribution is a risk. Digital Patient platform include in the Digital Transformation strategy for 2023.

(24 Report; 5 direct and 19 in staff) Direct, manage and design IT and Project Management Services for the LATAM region covering ARPL and APIPL business units; 3 Direct reports and 46 in-direct reports distributed between ERP Mgt, Development Mgt, CCTV and Infrastructure. ERP support, Apps Development, Infrastructure and the Chemical business IT Manager and 19 in-direct reports plus external temporally resources (between 10-15) for projects execution. SAP ECC version including the BW, PI, SD, MM, FI, CO-PA, PP, HCM, WM, PM, QM. Accountable of: Ensure that IT Strategy is aligned with business goals of Apotex; Support the Apotex Global Information Services in the Global deployment of various applications; Building and supporting a cost effective IT Operation, ensuring that the Quality Standards of Apotex are met; Manage and monitor of day to day IT activities, building transparency in operations with integrated Systems and Managed Access; IT Budget planning and execution, supporting Secure and Scalable IT Infrastructure; Design and implement the HUB services to deliver to the region affiliated companies; Providing technical support to System Administrators, system Analysts and end users; Project Planning and Management; building the Business Case ensuring the ROI; Responsible for IT Infrastructure procurement of the entire organization; IT Policy and Procedure designing • IT Infrastructure renewal; Personal Computers, Servers farm with Virtual Machines and IP Telephony • SAP Enhancements; Standard Cost approach, Funds Management, Electronic Invoicing alignment to TAX authorities' requirements • SAP ECC implementation at Signa the chemicals factory in México of the Apotex group • Build up the connectivity for IT Service delivery to Central America's countries (Office 365). Under the strategic purpose of having a Share Service Center from Mexico to the region. • NAVision ERP implementation project for none manufacturing affiliates (Central America so far) INNOVATION: • Synergies by standardizing operations in the region with to distinct ERPs (SAP and NAVision). NAV implemented at Costa Rica, Panama and Nicaragua, under the process and standard definitions (data) of the SAP implemented in Mexico. Allowing that with a Financial Consolidating mechanism, the reports per country and region are made in same accounts structure (and others), and the improvement of sales-purchasing processes between countries. TRANSFORMATION: • Big Data, RUBIK Project. Information cubes developments with distinct views that allow the commercial, manufacturing and operative Dashboards.

(Contractor) Managing global projects implementation for the west region (LatAm and Brazil). Implementing international commercial excellence IT solutions as Project Manager

Execution of the strategic corporate objectives to assure the information services delivery threw the region (17 countries). Responsible of systems availability, service level agreement and KPIs accomplishment corporate targets, behave of IT as a business partner, project implementations, budget negotiation and execution. 6 direct reports; one at Guatemala and 12 in-direct reports, most of them in Mexico’s facility and 3 more for the CA support. Between 25-30 in-direct reports, supporting the SAP ECC project deployment and interaction with about 50 more resources between Business K-User and BPDOs MANAGED SYSTEMS AND TECHNOLOGY: SAP Template, CRMs, Data Warehouse, Windows Servers, Lotus Notes and Exchange Servers, Telecomm infrastructure and Data Centers SAP R/3 version including the BW, SD, MM, FI, CO-PA, PP, CPM, HCM, WM, PM, PP, QM • Lead the local IT team in the SAP´s corporate template implementation project, successfully going live in 12 months saving 10% of the original budget. • Effective "New Commercial Model" project implementation, making the business able to calculate the distribution fees in order to translate prices benefits (15%) to the consumers. • Increase business productivity developing more than 30 local applications that support and improve business processes (HR, Finance, Operations, Medical area). Including the Software as Service solution when global IS can’t provide accurate solutions. • Design and implementation of the local Data Warehouse (beside SAP) and information cubes, providing certainty on information that supports business decision making. • Lead successfully the Mexico´s ISO 9001, 20000 & 27001 certification audits in 2009, 2011 and 2013 performed by SGC authorities. • Manage the infrastructure renewal, increasing computing capacity for 5 years (servers, network devices and telecoms), reviewing expenses priorities and finding costs reductions and negotiating new contracts with a new vendors strategy in order to minimize the capital expenditure budget ( 5% increase). In 2013, the Data Center consolidation project was successfully deployed. • New telephony contract negotiation in order to save over 40% of expenses and be able to support the CRM regional project by switching the sales forces devices with iPads. • Avoidance of 5 million Euros yearly expenses, by IT team´s participation in the Go to Market project, transferring the products and services portfolio data from Oracle ERP to SAP. It includes the absorption of 60 employees of the acquired company and proving full IT services. • Manage geographical disperse IT staff in the Mexico & CA´s region introducing a dynamic operational IT service delivery model, based on a Business Partner relationship, having a customer satisfaction increase from 93% to 95%. • Reduce of IT budget (over 6.5 million Euros) to 3.5 million Euros by implementing several strategies like vendor management, capacity planning, operational IT model, service management and IT services consolidation and integration. INNOVATION: • Fees for New Sales Model. Design and deployment of the system that calculates the fees for distribution services. Using BI, sales data and 3rd party vendors distribution data, merge in a system in order to calculate the fees for distribution service, making that the price benefit goes directly to the patient. • Sales Forecast System. Development of a system that with historic data, projections and commercial and marketing strategies, forecast the sales, proposing 3 numbers, one of them based on an algorithm created for this purpose. The data is also used for the production planning. It improves the Forecast assertively from 27% to 85%. TRANSFORMATION: • Big Data. Design and deployment of a Products Data System for the Markets Research area, creating a data dictionary and an administration module, in order to analyze the product behavior in distinct data bases like the prescriptions, markets and other related, in order to reduce the time spending in data consolidation, creating information cubes with distinct views, allowing a better analysis for decision making. • Organization. Operating the IT services distributed in the Mexico and Central America´s region, with the process’s standardization, roles definitions, SLA´s definitions, and mechanism to attend incidents, problems, changes and projects, based on ISO 9001, 20000 and 27001. Offshore or Share Services Center model in the region. • Products Life Cycle Mgt. Within the International Talents team we performed an analysis for the Merck´s products portfolio analysis in order to propose 3 strategies: New products acquisition, products image relaunch and marketing strategy, as well as the portfolio cleaning.

Provide executive leadership and manage the IT infrastructure in order to keep business continuity and support the IS/IT regional strategic expansion objectives. Responsible of the telecoms matters including the fixed telephony system, the end user technical support, the IT assets and contracts management, SAP Basis support and the service level accomplishment of the outsourced services. Sarbanes Oxley Champion IS Security Mgr., Corporate IT Governance & Compliance Officer, beside the role of IT Manager. MANAGED SYSTEMS AND TECHNOLOGY: SAP R/3 basis, SAP CRM, BIW & APO, Nortel PBX, Windows Servers, Security devices, Exchange Servers, Telecomm infrastructure and Data Center. SAP R/3 version including the CRM, BW, SD, MM, FI, CO-PA, HCM, WM, PM, APO, QM • Increase to 98% the SAP environment availability by the new outsourced services contract negotiation and extending services to 3 more countries in South America, saving about 25% of cost regarding new operating conditions. • Increase IT productivity with the new SAP servers and data warehouse infrastructure purchasing project (RFP& leasing contract), capable to provide services for 3 more years, and without increasing operating local cost and transforming a local operation to a regional one with the same staff and organization which represent about 25% of savings comparing to a standalone operation by the leverage strategy. • Conclude successfully the SAP CRM local project implementation for over 450 sales representatives among the country and the related technical support service in a 7 x 24 scope, bringing the business the platform to adjust promotional strategies and become more efficient. • Full Sarbanes Oxley guideline implementation in 6 months, which completely support the Financial Framework accomplishment. • Savings for about 14% of monthly fixed telephony costs and a 17% on regards of the full telecoms annual budget. • Successfully Service Desk Management methodology implementation based on ITIL framework. INNOVATION Distributed Data Bases. In order to guarantee the right SAP CRM operation, I implemented a replica and verification process for 3 data bases entities, a PDA carried and handled by the medical sales representative, the PC´s data base at home and the central Data Base at the HP cloud, allowing the customer management (physician) with the mobile app, in order to be able to deploy the coverture plans, marketing campaigns and other business

Design, implement and operate the technology infrastructure strategy of the group in order to accomplish the management objective to centralized operations at the corporate facility, maximizing the investments on IT. MANAGED SYSTEMS AND TECHNOLOGY: SAP R/3 basis, Linux e-mail server, Alcatel PBXs, Windows Servers, Security devices, MPLS telecom infrastructure and Data Centers SAP R/3 version including the SD, MM, FI, CO-PA, PP, HCM, WM, PM, QM • Developed and implemented the IT Infrastructure strategy for a deep technology renewal, presenting a Business Case and receiving of an approval for 3.5 million USD budget to be invested in one year. • Effectively introduce and integrate a new IT security architecture based on Windows 2003 servers and firewalls devices switching the whole group situation into a Secure and operative environment, assuring operations in a 97% of availability (including e-mail and internet service), and attending business processes demands. • Redirection of the IT organization to a Business Oriented IT service, managing the staff talent and contracting outsource services, achieving an end user satisfaction KPI of 97% compared with the original one in 27%. • Management and successful implementation of the Corporate Data Center project in order centralize all the SAP´s standalone former implementations into one and start the business control over the 7 production facilities, by an ERP operations centralization. • Achievement of the insurance payment on regards of the damaged structured cabling infrastructure of one of the production facilities after a flooding incident and a “back to business” successful emergency deployment plan (DRP) after 7 days of the incident. Designed and tested a new disaster recovery plan (DRP) for the group based on centralized operations. • Contributed with PWC consultancy in order to conclude that only 35% of the SAP functionality was used in order to prepare a new strategy to maximize SAP usage. • Achievement of 40% on savings regarding national wide fixed telephony costs, implementing a PBXs (8) connectivity project. INNOVATION: • Servers Virtualization. Under the IBM/Regata´s platform, I created Virtual Servers with the growth capacity in computing units (Processor, RAM, Storage and I/O) according to the operation demands and as the basement for the group´s operations consolidation at the headquarters data center. TRANSFORMATION: • Technology Renewal project. According to the business strategy to centralize the groups operations, I prepare, presented and got the approval of the Transformation Project, that includes High availability new headquarters Data center, Security Infrastructure, Physical Telephony consolidation, Hand Key corporate network, active directory for data protection and security policies, personal computer standardization and end users roles definition.

Enterprise IT strategy deployment Managed IT systems and Technologies: SAP R/3 basis, Lotus Notes e-mail server, Alcatel PBXs, Windows Servers, Security Devices (FireWalls), DSL infrastructure of telecoms And the Data Center administration SAP R/3 SD, MM, FI, CO-PA, PP, HCM, WM, PM, QM • SAP R/3 Deployment; basis support on implementation and during operations • 8 Points of Contact and the warehouse facilities IT serv ices deployment. • Servers farm, Storage, LAN & WAN networks, Fiscal Telephony PBX and Call Center, architecture design and deployments. • Windows 2000 Server implementation for user’s management and perimetral security • RFP launching and IT Services Outsourced service selection (Accenture) • Headquarters office movement to a new facility in time and without mayor incidents. • TIVOLI Suite deployment for monitoring ITIL services alignment (ITIL).

Manage the MAESTRO system deployment for the IATA project AREA 1 • MAESTRO´s system deployment for Venezuela, Chile, Ecuador, Costa Rica, Guatemala and Caribean countries • Electronic tickets implementation for SABRE, AMADEUS, WORLDSPAN y GALIEO as the global tickets’ hubs for flight´s offer • Implementation of the data mining for the apps: FARE, BOSS y REVENENUE MGT • Support and development (C#) for the region keeping the MAESTRO core code untouched with the right change control process aligning with the Span development team INNOVATION • New Products developments. Data Mining. New report for airlines where the flight segments were sold by them but not all of them realized, in order to know how much they should pay to them airlines and the report that shows the opposite way, when other airline sales the flight, and the airline realized a segment of it, to know how much other should pay them. • Process. Credit Operations. Increase and improve the compute capacity to manage the daily day credit transactions instead of weekly. Under this new process we reduce the money liquidity from 43 days to 17 for credit sales tickets