HERNAN QUEVEDO: in BARCELONA, B

After a restructuring in the group, designated as responsible for the operational management and strategic planning of the Windsurfing Division at a global level, to further develope the different product lines and achieve the commercial and financial objectives set for each collection (annual). Fulfilling a role as leader and integrator of interdisciplinary teams in Product Development projects. In total, he is in charge of managing and controlling a budget of € 1.5M in R&D, within a commercial operation of € 10M in annual turnover. Key functions in product development: Market study. Product design. Definition of critical path in R&D. Supervision of the entry into mass production. Preparation of launch and go-to market plans. Quality control and technical specifications. Identification and resolution of problems. ? Identification of a market trend that allowed diversifying the line of windsurfing hydrofoils to convert them into multi-sports hydrofoils. NeilPryde is thus positioned as a pioneer and benchmark brand within this line and increases its turnover by € 2.7m, out of the division's total of € 10m. ? Creation of a subdivision in Windsurf gear, with 2 differentiated lines (PRO and HD), improving performance in the market. ? 2 annual plans prepared and implemented, successfully meeting the objectives set, both at a commercial and profitability level, as well as at a production level and delivery of new products in a timely manner (quality, specifications)

Integrated Summary of the Period 2014 - 2018: Leadership in business development, international sales, purchasing management and process optimization (efficiency) throughout the Supply Chain of 2 Divisions / Brands (€ 20M) at the level global. Reporting to the respective Global Brand Managers, and a team of 4 people in charge. - S&OP´s: integrating different areas into the plans: Production, Purchasing, Distribution, Marketing, Finance. - Purchasing: management of both internal suppliers and international external suppliers (Asia). Negotiation. - Logistics: inventory control (stocks) in all warehouses. Demand planning. - Distribution: with export and presence in more than 40 countries (global). - Marketing: carry out market studies and identify trends, transferring insights to R&D. - Commercial: price structure, discounts and commercial conditions. Performance analysis. Sales budgets (collection). - Key Accounts: build positive relationships with Business Partners, and travel to establish meetings with strategic clients. - B2B & B2C Channels: Retail + Distribution + Schools + Online (E-Commerce). - Sales Force: lead, motivate and remotely supervise sales force across the globe. - Controlling: management and financial control (margins), reports and forecasts to senior management. ? Management of cultural and operational change, showing the path towards greater integration and harmonization between the management models of each division and between departments. Breaking the silo working culture. More efficiency is achieved ? International Commercial Development: opening of new accounts in Middle Eastern countries and helped to increase sales for distributors in South America. Launch of the E-Commerce Channel in the NeilPryde Division for RSX products. ? Optimization in Purchasing, with a notable impact on P&L: Up to + 2% of gross margins for the total business, based on the negotiation of advantages with suppliers, an excellent demand planning and the reduction of stock. ? Product: Introduction of a technology for windsurf-foil boards that allowed more competitive prices and greater accessibility. It translates into sales success (€ 0.3M extra turnover) and made the brand to be seen as a pioneer in this discipline. ? Automation & Customer Satisfaction: Improve the warranty system by automating steps and optimizing the UX. It impacted on greater customer satisfaction and reduced time to process a warranty, to a third of the original time.

Integrated Summary of the Period 2014 - 2018: Leadership in business development, international sales, purchasing management and process optimization (efficiency) throughout the Supply Chain of 2 Divisions / Brands (€ 20M) at the level global. Reporting to the respective Global Brand Managers, and a team of 4 people in charge. - S&OP´s: integrating different areas into the plans: Production, Purchasing, Distribution, Marketing, Finance. - Purchasing: management of both internal suppliers and international external suppliers (Asia). Negotiation. - Logistics: inventory control (stocks) in all warehouses. Demand planning. - Distribution: with export and presence in more than 40 countries (global). - Marketing: carry out market studies and identify trends, transferring insights to R&D. - Commercial: price structure, discounts and commercial conditions. Performance analysis. Sales budgets (collection). - Key Accounts: build positive relationships with Business Partners, and travel to establish meetings with strategic clients. - B2B & B2C Channels: Retail + Distribution + Schools + Online (E-Commerce). - Sales Force: lead, motivate and remotely supervise sales force across the globe. - Controlling: management and financial control (margins), reports and forecasts to senior management. ? Management of cultural and operational change, showing the path towards greater integration and harmonization between the management models of each division and between departments. Breaking the silo working culture. More efficiency is achieved ? International Commercial Development: opening of new accounts in Middle Eastern countries and helped to increase sales for distributors in South America. Launch of the E-Commerce Channel in the NeilPryde Division for RSX products. ? Optimization in Purchasing, with a notable impact on P&L: Up to + 2% of gross margins for the total business, based on the negotiation of advantages with suppliers, an excellent demand planning and the reduction of stock. ? Product: Introduction of a technology for windsurf-foil boards that allowed more competitive prices and greater accessibility. It translates into sales success (€ 0.3M extra turnover) and made the brand to be seen as a pioneer in this discipline. ? Automation & Customer Satisfaction: Improve the warranty system by automating steps and optimizing the UX. It impacted on greater customer satisfaction and reduced time to process a warranty, to a third of the original time.

Responsible for international purchases in a multi-brand spare parts import operation. In charge of a team of 4 analysts and a budget of about 4M $ US. In charge of preparing forecasts, defining SKUs and establishing the parameters to be met by suppliers, among other Logistics KPIs. Focus on ensuring high inventory turnover and product availability, avoiding stock breaks. ? As a milestone, the implementation of an automated purchasing system with great impact on P&L.

Participation in the team that created the logistics division, within the spare parts business. Responsible for defining Logistics KPIs and demand planning, seeking to maximize the P&L, in an operation that distributed + 800K SKUs among 13 regional distribution centers. ? As a milestone, functionally lead the implementation of a Forecast + Purchasing + Distribution Management System, with interface with SAP (MM, SD). This operation increased inventory turnover by up to 7% (US $ 45M). * Trainee Engineer, with focus on Management Control and multidisciplinary learning between November 2007 and October 2008.