(3 years 6 months) General Manager with full P&L responsibility, leading the business through a comprehensive financial, operational, and cultural transformation, culminating in a successful M&A transaction. Responsible for growth acceleration, profitability improvement, cost structure optimization, digital transformation, and organizational restructuring in a highly competitive environment. Key Achievements • Prepared and led the company through a successful M&A process, including full financial, operational, and organizational readiness, resulting in the closing of the transaction under optimal strategic and valuation conditions. • Redesigned commercial execution and sales promotion strategy, delivering 4% sales growth (2H 2024 vs. 2023) despite market headwinds. • Led digital sales transformation, launching marketplaces and a new e- commerce platform, driving a 228% increase in digital revenue. • Improved profitability through structural cost optimization, delivering MXN $18M OPEX reduction (2024 vs. 2023) and strengthening operating leverage ahead of the transaction. • Executed company-wide cost savings initiatives, generating MXN $6.5M in additional margin expansion through structural and discretionary expense optimization. • Led a 15% organizational restructuring, ensuring business continuity, operational stability, and talent retention during a critical transformation period. • Renegotiated strategic supplier and partner contracts, achieving MXN $3M in cost savings. • Drove people, engagement, and culture transformation initiatives, improving employee engagement (+0.3 pts) and embedding an open-to-change, execution-driven culture across the organization.

7 years 2 months General Manager and LATAM President with full P&L responsibility, leading the business through a period of growth acceleration, margin expansion, cost optimization, and organizational scaling. Responsible for commercial strategy, operational efficiency, digital acceleration, and post-merger integration in a dynamic, high-growth environment. Key Achievements • Held full P&L ownership, delivering a 60% EBITDA increase within three years through disciplined execution, growth acceleration, and structural cost optimization. • Redesigned and consolidated the commercial and go-to-market strategy, leveraging recognition programs, national events, and promotional mechanics, achieving 43% cumulative sales growth over three years. • Expanded the business into new segments targeting the Millennial market, deploying Direct-to-Consumer strategies including influencers, social media, and e-commerce, modernizing the commercial model and expanding reach. • Led a company-wide expense and efficiency review, reducing operating expenditures by 31% (2017–2020) while sustaining commercial momentum. • Launched and optimized a locally manufactured product portfolio, with Mexican-made SKUs representing 30% of total assortment, improving margins and supply chain resilience. • Executed the full post-merger integration of Zija Mexico into Isagenix, aligning customers, products, systems, and talent to capture synergies and stabilize performance. 职位:National Sales Director

(2 years 3 months) National Sales Director responsible for leading the commercial strategy and sales execution across all regions, strengthening distributor engagement, accelerating growth, and expanding geographic footprint in a highly competitive direct selling environment. Key Achievements • Designed and consolidated a new commercial and go-to-market strategy, leveraging recognition programs, national events, and promotional mechanics, delivering a 53% year-over-year sales increase. • Led national sales performance management, aligning targets, incentives, and execution across all regions to drive consistent growth, accountability, and execution discipline. • Built and strengthened strategic distributor and key customer relationships, enabling expansion into new geographic regions and accelerating market penetration. • Established scalable commercial execution frameworks, laying the foundation for sustained growth and the subsequent transition into full P&L and General Manager responsibilities.

(2 years 6 months) Sales and Marketing Manager responsible for designing growth initiatives, expanding market reach, and building commercial capabilities to support accelerated business expansion. Key Achievements • Designed and launched new business models to penetrate new markets and consumer segments, delivering a 47% year-over-year sales increase. • Recruited, trained, and developed high-performing sales teams, driving a 12% year-over-year sales growth through capability building and execution discipline. • Established scalable commercial processes and sales fundamentals, strengthening market presence and creating a solid platform for sustained and scalable growth.

4 years 10 months (1 year 5 months) National Retail Operations Manager responsible for overseeing 34 company- owned points of sale nationwide, leading retail operations, inventory management, staff performance, and customer experience initiatives. Led store expansion projects, retail process optimization, and commercial initiatives to improve sales performance and service levels while maintaining cost discipline. Key Achievements • Designed and implemented an upsell and cross-sell strategy across company-owned retail stores, driving a 140% increase in sales of targeted product categories. • Contributed to a 4% increase in total company sales through innovative retail sales strategies and improved in-store execution. • Improved service levels by 18%, redesigning retail processes, standardizing service models, and introducing VIP customer experiences. • Led the expansion of 12 new points of sale nationwide, acting as project manager while maintaining operating expenses at the same percentage of sales. • Developed and implemented a new compensation and incentive model for retail staff, improving employee engagement and frontline performance.

(1 year 9 months) Operations and supply chain leader responsible for planning, logistics, inventory control, and quality assurance, including demand planning and replenishment across 300+ retail locations. Led strategic partnerships, operational excellence initiatives, and the creation of the Quality Assurance function to improve service levels, reduce losses, and strengthen customer experience. Key Achievements • Acted as Project Manager for a strategic alliance with Waldo’s, leading the rollout of 300 pick-up centers nationwide, significantly expanding last-mile reach and customer accessibility. • Drove a 12% increase in sales through the launch and scaling of the pick- up store model, with pick-up locations growing from 12% to 17% of total sales participation. • Led inventory control, demand planning, and replenishment processes across 300 stores, improving product availability and operational efficiency. • Reduced customer complaints within the Waldo’s model from 0.11% to 0.05%, strengthening service quality and customer satisfaction. • Designed and launched the Quality Assurance Department from scratch, including team structure, processes, facilities, and equipment. • Recovered over USD $2.7 million in defective product value, significantly reducing inventory losses and improving financial control. • Improved key operational KPIs, including customer satisfaction, product availability, inventory accuracy, and service performance.

(1 year 10 months) Early-career role focused on process documentation, operational analysis, and logistics optimization within the distribution center. Supported process improvement initiatives, KPI development, and logistics network planning to improve efficiency, service levels, and inventory control. Key Achievements • Documented and optimized core distribution center processes, delivering a 15% average reduction in processing time through redesigned workflows. • Designed and implemented operational KPIs to improve process control, visibility, and performance tracking. • Supported logistics network planning initiatives, including the redistribution of geographic coverage areas to improve service efficiency. • Reduced service complaints by 20% through process standardization and operational improvements. • Decreased inventory and cash losses by 10%, strengthening inventory control and operational discipline.