Generated business with medium and large companies in mobile portability, IT, and mobile broadband. Conducted B2B consultative sales. Developed business plans depending on client demands. Generated commercial alliances to increase client portfolio in the B2B segment. Negotiated with C-Levels and decision makers. Utilized KPI’s metrics including ARPU + PAYBACK, EBITDA, TTV, MRR/ARR, NRR, CSAT/NPS. Achieved important negotiations with companies in the transportation and mining sectors for more than U$2.0MM/YR in portability and internet contracting for operations, resulting in a 2-point increase at the Large Company portfolio level in the first half of 2025 YtoY.

Generated commercial alliances with various payment card issuers in Chile. Evaluated business cases in high-impact projects, determining the profitability of alliances in different scenarios. Negotiated SaaS product portfolio to card issuers, focusing on the strength of partnerships by offering new products like QR payment methods or other associated services to acquisition (ASA) involving the client operational model. Worked under the agile scrum modality together with the product team in the integration of QR projects. Utilized KPI’s metrics including ROI + PAYBACK, TIIR, WACC, ARR, NRR, TTV, LTV, CSAT/NPS. Achieved decisive steps to secure a strategic commercial alliance with two important banks for the “White Label Project” towards 2027, projecting about U$75MM/YR in new prospects using Transbank products.

Managed 360° commercial relationships with national telecom client Entel, focusing on sales and performance of equipment in mobile experience related to smartphones, tablets, and wearables. Responsible for the entire sales process and the contribution of the product guideline period. Daily supervision of market data and P2P prices, proper management of PCI, and awareness of shipping arrivals and product distribution. Participated in strategic launches of smartphones, tablets, laptops, and any new technology updates. Collaborated with Product Management and Marketing for product tactics, launches, and publicity, and with E-commerce and Trade Marketing for client implementation of up-selling or cross-selling campaigns.

Served as Senior Key Account Manager for Jumbo and Tottus supermarkets in the modern channel. Led the entire commercial management of international brands such as LEGO, Avent, Pyrex, Corningware, Infanti, Safety First, and Play Gro. Conducted daily analysis of relevant KPIs, monthly sales projections, operational margins, and P&L of each line, reporting directly to managers for decision-making related to commercial agreements. Held monthly meetings with buyers according to tactics results, channel inventory, and SKU performance in stores and E-commerce. Led product selection for next seasons with the product management area, related to new forecasts and new specifications for each SKU model, in line with set goals and brand strategy.

Led commercial management for major accounts such as Walmart, Jumbo, Easy, La Polar, and Paris. Controlled and managed crucial KPI’s and planned commercial strategies. Conducted market analysis to identify business opportunities, new clients, and the introduction of new products. Led seasonal forecast meetings with clients and the sales department. Achieved renegotiation of the mix in Walmart, resulting in the recovery of presence in stores and sales. After a long-term negotiation, sales in the category increased from U$2.0MM in 2016 to U$3.5MM in 2018.

Managed the “Pan Pierre” and “Kingsbury” brands. Led and managed, in conjunction with an external agency, the brands in Trade-Marketing and BTL actions. Managed a CLP$20MM budget for advertising and promotional activities and negotiations with suppliers. Participated in market research, presentations, and testing to determine the characteristics of potential new products for the bakery and mass markets. Led the rebranding project for the “Kingsbury” brand. After two years, the rebranding resulted in a 120% increase in “Pan Perfecto's” revenue, from monthly sales of U$1.0MM in 2010 to U$2.5MM by 2012, while the “Kingsbury” line increased by 35% from U$5.0MM in 2010 to U$8.0MM in 2012.