Project Performance Manager Focused in the sales area, the main responsibility of this role is to optimize investment performance. Based on a full resource allocation analysis, this role has been created to define an optimal way of distributing the budget to obtain maximum return on the investments according to commercial strategies. Results are measured by several KPIs, including number of buying clients, volume uplift, client satisfaction and return on investment.

Single Serve Director While the main competitor runs two years ahead in single serve beer presentation and duplicates its volume each year in this segment, AbInBev creates this role to build full commercial strategy. The main objective is to recover Market Share in this segment which in 2018-2019 represents the first project for incremental volume. Among the commercial decisions, new regional price ladders, redistribution of the operational expenditures and brand positioning by region are the main actions taken. The results: not only we stopped the MS fall, but we recovered 5 pts.

Head of Turism Sales in LATAM Airlines Responsible for the TTOO agencies, the main objective of the role was to recover Market Share in this client portfolio while in the last 3 years, competitors have gained participation and LATAM has not been able to keep up with the market increase. With a team of three Account Managers and a Head of Sales, the first action taken was to redefine all terms and conditions for the clients considering LATAM incomes, the agencies way of gaining (three main income pillars where defined), and the competitors conditions. While LATAM has had the same T&C for this segment since it started operations in Argentina, competitors have radically changed them offering, for example, low risk ticket returns, percentage of no cost returns, long row multi-seasonal tickets, etc. The second action taken was to define a 6-month round client portfolio for each Account Manager; this way, they had new objectives twice a year.

This role was defined to lead all Commercial and Airports areas projects. The main project was to make Latam Travel ticket offices profitable. In a six month project, Argentina was the only country able to keep all their 24 offices open while the original status was 50% of them non profitable. The main actions that achieved this were defining the number of people needed for each operation, redefining prices for non ticket products (hotels, fees, car rentals, etc) and including new products to maximize income (abroad cellphone lines, travel insurance, credit cards, etc).

As part of the Business and Finance team, the responsibility of this role lies in working together with the managers and giving enough visibility of the area to make operational decisions and maximizing results with the given budget. The role includes the planning and control of the budget for Airports area and the assisting in all the projects involved. The main one according to the impact was the Intercargo Project, monopolistic supplier of airport airlines services where, by identifying each service and ways of optimizing, we achieved a 20% less cost in one year.

As part of the LATAMPASS team –frequent flyer program- , my job was to develop new methods of analysis to optimize customers reaching. I had complete independence to propose and lead projects to reach the objective. My main goal in this role was to develop a full information panel for the area to have instant information of Burn-to-Earn (main KPI that means how many miles are being spent according to how many are being gained).