Start-up that delivers SaaS solutions to manage pricing and discount strategies by using Revenue Management techniques, AI, Data Modelling and Data Analytics. We offer certified results by improving profitability for each season, promotion and markdown periods.

- Transformed Planning Department to incorporate a Revenue Management and Data Analytics Unit

- Lead Digital area (Web and Marketplaces) during a transition period. Implemented 10 new Marketplaces for both brands.

- Encouraged AWS cloud transition of SAP S4/HANA & Oracle Legacy Systems and initiated our Globalization Strategy with Amazon.com in USA. - Led Chile's IT and logistics areas for retail, online and wholesale channels, with direct supervision of Peru's strategy. - Planned and directed the implementation of changes in logistics, processes and systems that allowed to successfully face the explosive increase in sales of the Online channel (x10) in 2020 and 2021 in both Chile and Peru by lowering the response time from 10 days to 3 business days. - Led the design and implementation of the strategy that transformed in record time the warehouse B2B operation into a B2B+B2C, managing to recover 50% of the sales of the stores that closed due to the COVID19 pandemic. - Designed and led the implementation of the Operational Excellence initiative through self-management teams and continuous improvement that allowed to improve Product Availability in stores in 20 pp and the Distribution Center’s OTIF in 30 pp. - Structured, managed and directed the Digital Transformation and Omnichannel strategy with SAP and Oracle (OWM) as part of the company's main investment projects, which produced productivity improvements of over 20%. - Led as Project Manager the implementation of the SAP ERP S4/HANA system (FI, CO, MM, SD, BI & BO) and the Oracle LogFire WMS (OWM), without requiring the interruption of the operation. - Implemented, with the support of external companies, the unification of 3 distribution centers to optimize logistics efficiency and improve service, which resulted in savings of 10% in logistics expenses, 30% increase in productivity and 50% decrease in response times. - Designed and implemented new product replenishment strategies for stores, reducing inventory by 50%. Designed and implemented a new Business Intelligence (BI) strategy to deliver agility, effectiveness, and timeliness to management decisions across the company.

Lead operations of Chile and Perú. Transformed Planning Department to incorporate a Revenue Management and Data Analytics Unit. Lead Digital area (Web and Marketplaces) during a transition period and implemented 10 new Marketplaces for both brands. Encouraged AWS cloud transition of SAP S4/HANA & Oracle Legacy Systems and initiated our Globalization Strategy with Amazon.com in USA. Lead Chile's IT and logistics areas for retail, online and wholesale channels, with direct supervision of Peru's strategy. Plan and direct the implementation of changes in logistics, processes and systems that allowed to successfully face the explosive increase in sales of the Online channel (x10) in 2020 and 2021 in both Chile and Peru by lowering the response time from 10 days to 3 business days. Lead the design and implementation of the strategy that transformed in record time the warehouse B2B operation into a B2B+B2C, managing to recover 50% of the sales of the stores that closed due to the COVID19 pandemic. Design and lead the implementation of the Operational Excellence initiative through self-management teams and continuous improvement that allowed to improve Product Availability in stores in 20 pp and the Distribution Center’s OTIF in 30 pp. Structure, manage and direct the Digital Transformation and Omnichannel strategy with SAP and Oracle (OWM) as part of the company's main investment projects, which produced productivity improvements of over 20%. Lead as Project Manager the implementation of the SAP ERP S4/HANA system (FI, CO, MM, SD, BI & BO) and the Oracle LogFire WMS (OWM), without requiring the interruption of the operation. Implement, with the support of external companies, the unification of 3 distribution centers to optimize logistics efficiency and improve service, which resulted in savings of 10% in logistics expenses, 30% increase in productivity and 50% decrease in response times. Design and implement new product replenishment strategies for stores, reducing inventory by 50%. Design and implement a new Business Intelligence (BI) strategy to deliver agility, effectiveness, and timeliness to management decisions across the company.

- Boutique consulting company dedicated to Revenue Management practices adaptation and implementation for multiple industries - During this period Revenue Management Group became a relevant player in the adoption of Revenue Management practices beyond the airline industry, helping multiple companies in different areas to achieve impacts on contribution margins in the range of +2 to +5 pp and reduce inventory levels between 20% and 40% - Lead implementation of Revenue Management & Pricing strategies, processes and tools in companies from different industries, such as Sodimac [Chile and Peru], Adidas, FASA, La Polar, PreUnic, Unimarc, Canal 13, CHV, Avis/Budget, K+S and Holcim [Mexico], among others

Boutique consulting company dedicated to Revenue Management practices adaptation and implementation for multiple industries. During this period Revenue Management Group became a relevant player in the adoption of Revenue Management practices beyond the airline industry, helping multiple companies in different areas to achieve impacts on contribution margins in the range of +2 to +5 pp and reduce inventory levels between 20% and 40%.

- Designed and controlled the strategy and the purchase and sales budget for the In-season and Pre-season. - Led Chile and Colombia’s teams to oversee and control an annual procurement budget of more than US$ 200 MM. - Designed and implemented inventory and pricing (margin) optimization, allocation and replenishment in stores and product lifecycle monitoring with improvements in the company's margin (2 to 3 pp) when implementing the SAS® Markdown (MDO) solution.

Design and control the strategy and the purchase and sales budget for the In-season and Pre-season. Lead Chile and Colombia’s teams to oversee and control an annual procurement budget of more than US$ 200 MM. Design and implement inventory and pricing (margin) optimization, allocation and replenishment in stores and product lifecycle monitoring with improvements in the company's margin (2 to 3 pp) when implementing the SAS® Markdown (MDO) solution.

- Create new businesses, products, business alliances, marketing strategies and B2B sales - Develop more than 100 empowered teams for the implementation of the continuous improvement strategies of each client - Implement competitive advantages with a focus on operational efficiency using elements such as time-based-competition, on-time delivery (>90%), product availability (>90%) and rapid response with minimal inventories (reduction from 30% to 50%) - Support more than 20 companies in the Mass Consumption and Retail industries such as: Carozzi-Costa, Watt's-Loncoleche, Edelpa-Italprint, Inchalam-Prodinsa, Forus, Fernando Mayer, Muebles Andes, Lápiz López, La Polar, Bellsouth Chile, Bellsouth Perú, Puig Chile, Viña Santa Carolina, Vielva (PowerTools, WD40), Viña Manquehue, Distribuidora Alfa (Televisa), Clorox Chile, Copec Mobil, Cerámicas Cordillera, Autobahn, Chilempack , Sal Lobos, Copeval, Coagra, Olisur, ABCDIN and Pizarreño

Create new businesses, products, business alliances, marketing strategies and B2B sales. Develop more than 100 empowered teams for the implementation of the continuous improvement strategies of each client. Implement competitive advantages with a focus on operational efficiency using elements such as time-based-competition, on-time delivery (>90%), product availability (>90%) and rapid response with minimal inventories (reduction from 30% to 50%). Support more than 20 companies in the Mass Consumption and Retail industries.

- Directed and controlled the IT, Logistics, Finance, Planning and Supply areas with more than 130 people in charge, an annual budget of US$ 7 million, with improvements in On-Time-Delivery and Fill Rate from 50% to 80%, reduction of inventory levels by US$ 2 million and savings of US$ 100,000 per year by re-bidding freight, re-structuring the organization and modifying processes

Direct and control the IT, Logistics, Finance, Planning and Supply areas with more than 130 people in charge, an annual budget of US$ 7 million, with improvements in On-Time-Delivery and Fill Rate from 50% to 80%, reduction of inventory levels by US$ 2 million and savings of US$ 100,000 per year by re-bidding freight, restructuring the organization and modifying processes.

- Unify independent cable operator acquisitions under one centralized operation (cable TV industry). - Main achievements: Developed a unified national brand (Metrópolis), changed corporate image, reduced production costs of monthly subscriber magazine, unified marketing and sales policies, trained with US specialist our sales force, developed a national strategy for ad selling and worked with our US partners (TCI) in the negotiation on the channel contracts.

Team leader in sales, marketing and programmatic content development, merging the operations of 5 cable operators.

- Implemented new planning and information management system for the stores and headquarter (Genesis Project). - Travel to USA to learn from HomeDepot, Lowe’s and Andersen Lumber the way they control their operation through key indicators.

Responsible for the implementation of the “Genesis Project” with a focus on the Business Intelligence information system used by major retail chains in the USA (HomeDepot, Lowe's and Andersen Lumber).

- Responsible for 20 people in administration, IT, finance, operations and marketing. - Reduction of annual expenses by US$ 20,000. - Responsible for the marketing budget of US$ 250,000/year. 3% improvement in US$ market share and expense reduction of US$ 20K.

Responsible for 20 people in administration, IT, finance, operations and marketing. Reduction of annual expenses by US$ 20,000. Responsible for the marketing budget of US$ 250,000/year. 3% improvement in US$ market share and expense reduction of US$ 20K.

- Increased plant capacity by 30% and decreased production defects by 90%.

Increase plant capacity by 30% and decrease production defects by 90%.