Management of Huawei’s Digital Power Solutions Portfolio for Multi-country, providing support to customers and other energy markets stakeholders.

For more than 16 years, energy and the environment have been in my scope of interest. Undoubtedly, sharing knowledge about physical fundamentals, engineering development, and business practices on several subjects such as Energy Efficiency, Energy Policies, Power Plants, Hydropower Energy, PV Systems, Solid Waste Management, among others allows me to be up-to- date with the constant and amazing changes we experience lately. I consider myself an eternal apprentice, with a very inquisitive nature I like to transfer my students so they find solutions on their own, which be useful for everyone in this global applications framework.

Main Tasks/Achievements • Design and build a new functional structure for Customer Service (CS) Engineering Department in coordination with LATAM. • Strategic planning for the CS Department in all areas: Finance, Technical Operations, Project Management and related • Establish Customer Segments and Service Level Agreements, to fulfill customer needs in the most proper way according to markets • Creation of Capacity Planning Methodology for field functions to guarantee that the organization had an adequate level of resources • Improvement of capitalization process (with an impact of 150% uponorganization’s performance) through complexity reduction • Selling first Information Technology Project (0.5 mio USD) for a Tier 1 Laboratory (as Interim IT Manager), bringing new business lines • Play as Central America & The Caribbean Biosafety and Operational Safety Officer in coordination with LATAM Top Management

Main Tasks & Achievements • Keeping a high level of safety, environmental control, and quality in operational sites, to guarantee great customer satisfaction levels. • Successful Change Management Process: moving from Global to Local operations within North LAM (NLAM) region • Promote extensively ECAM/ESR (Electrical Safety Operations) Certification Program in NLAM countries to professionalize local teams. • Protecting business at the Bahamas Power Project Site (40 MW) and gaining an additional 40 MW business for (45 mio USD) • Open Ecuadorian market with power projects for fuel/gas production sites (20mio USD); and Bonaire (10 mio USD) • Coordination with Operations Headquarters in Dubai and at LATAM’s level in all aspects regarding operational/service projects

(2 years 4 months) Main Tasks & Achievements • Building the Operations and Projects Department mission, vision, and values to achieve the best results for the company with high ethics • Defining quality and environmental topics for projects and operational power plants, preparing them for future ISO standards • Completing projects on the right schedule and budget, with no social issues (one of them, the most urban surrounded in Panama) • Applying effective corporate social responsibility plans for the communities around power plants.

(2 years 3 months) Main Tasks & Achievements • Supervision of Project blocks: Powerhouse, Gates, Substations (HV & MV), Transmission Lines, Turbines and Generators, SCADA, etc. • Keep control of Project Budget (150 mio USD) under very complex scenarios (i.e.: indigenous people at project site) • Obtaining approvals for projects with Electric Market and other regulatory authorities on time and according to applicable Energy Law • Creation of work culture for electrical and mechanical project sections within

(2 years 1 month) Direct Reports: N/A | Department Size: N/A Main Tasks & Achievements • First research work in Hydrogen Technology in Panama, adapted to a tangible need in the country’s economy. • Joint research at Universidad Nacional (Costa Rica) for a better understanding of methanol characterization in PEM Fuel Cells • Collaboration with Air Pollution Levels research for Panama City according to Gaussian mathematical modeling and experimental approach

Direct Reports: 4 (Junior Managers) | Department Size: 45 HC || 75 NHC Main Tasks & Achievements • Operational leadership during complex scenario: Panamanian Energy Crisis (2008), reporting directly to the company’s CEO. • Simplifying operational process management through software tools (most ofthe operational reporting was completely manually done) • Successful passing audits from Electric Market, environmental authorities, and other regulatory entities (through the operations cycle) • Participation in the origination, due–diligence, and land negotiation of wind power and hydropower projects