Alessandro De Filippo

Drove $1B+ in Revenue, Increased Margins by 30% and Expanded Global Reach • Directed and Executed Latin America strategic plan for $1B P&L operations, boosting market share, profitability, cost savings and value-added solutions for our Paper Mill network in US, Mexico, Colombia and Brazil. • Achieved $11M/year logistics savings through operational efficiency, improving export customer lead times. • Led industrial product updates, product launch, and new pipeline for $21M of new business • Led post-M&A integrations in Mexico for the paper workstream ($1B deal), delivering $10-12M/year in synergies through cross-selling and operational consolidation • Increased direct accounts, bypassing brokers for improved margins and market control. • Integrated regional sales teams in Latam, creating a one-stop-shop experience and driving cross-selling. • Developed and managed C-level customer relationships, strengthening Paper Sales leadership in Latin America. • Expanded sales to China, South-East Asia, and Africa, leveraging existing sales footprint. • Led and implemented Commercial Excellence practices, enhancing pipeline management, pricing, and insights. • Created and led a data management team to generate market insights, competitive intelligence, product benchmarking, pricing data (strategic, value and pocket pricing) via Power-BI tools • Executive sponsor of the black people supporting and inclusive group (Baobá) in WRK Brazil • Member of the DIEB Committee in Brazil • Mentor within the Organizational Mentoring program in WRK Brazil (6 mentees including 2 GMs)

Led strategy, marketing, pricing and CX teams at WestRock Brasil, achieving significant volume and margin gains for a business scope of $500M/y: • Led and elaborated the Business Strategy and Go to Market of our four corrugated plants and one Paper Mill through the Play to Win methodology • Co-led the strategy implementation in partnership with operations and commercial teams • Repositioned the value prop. in several end-markets (tobacco, produce, slipsheet) increasing contribution margin from +44% up to +100% • Created sales pipeline management in SalesForce, enhancing visibility and decision-making • Developed digital prospecting tools, generating +200 new qualified prospects in key regions. • Restructured corrugated pricing and GTM, achieving double-digit margin gains. • Led and powered the strategy and development of a packaging marketplace (Packfy) • Revamped marketing with a digital-first approach, boosting reach to 5M+, engaging 145k+, and generating 700+ leads. • Developed a voice-of-the-customer platform, improving satisfaction and addressing pain points in the customer journey • Defined strategic priorities, roadmap, and governance for Paper and Corrugated expansion in Brazil (including strategic CapEx, M&A, long-term planning) • Launched an innovation process, generating new insights and serving on the Innovation Committee

- Member of the SK Brazil Executive Committee, reporting directly to Smurfit Kappa country CEO. - Led the Commercial Organization which includes Sales, Customer Service, Technical Department (105 FTEs). Managed a portfolio of over 600 customers across Brazil. - Increased sales revenue above the market since assumed the position. - Led sales transformation to a new way of selling to differentiate S.K. as Packaging Solution Company in a commodity market. - Increased key account penetration by 6x with a new customer insight & value selling framework. - Delivered value creation projects to 45% of the portfolio through Innovation & Cost Optimization Solutions. - Set deals' strategy and led multi year contracts of up R$60M/deal. - Built new team of commercial managers, developed talent pipeline and improved team diversity. - Powered the launch of Smurfit Kappa Experience Center in SP - Responsible for M&A prospection & business expansion strategic planning.

- Reported directly to cluster CEO and member of country executive committee. - Managed and led the post-merger integration of Paema and Inpa ltda. with 2,000 FTEs & 4 manufacturing plants into the Smurfit Kappa Group. - Elaborated and reported integration roadmap, transition milestones and managed execution plan. - PMO of integration activities: front-end and business stability, onboarding activities, functional integration, synergy programme, cultural & leadership transition. - Identified and delivered main business and operational synergies

- Reported monthly and quarterly Group results and strategic projects for the S.K. Board of Directors. - Reported and managed Group CapEx projects ($500M/year) for Group CEO & Board Approval. - Elaborated strategic overviews for M&A, market analysis and competitive intelligence.

- Along with the Board of Directors, responsible for defining the policies and initiatives for the corrugated sector in Brazil such as PNRS (National Policy of Solid Waste), marketing projects and external communication for the industry. - Co-leading the long term vision & transformation for the ABPO.

We translate your business The first service of chinese translation through videoconference

-Define platform businesses, distinguishing among input suppliers, markets, and true platforms and understand why these differences matter. -Recognise and know how to compete in winner-take-all markets, one and two-sided networks, and the context of multi-homing. -Understand how traditional pricing models break down in the context of platforms, choosing from an array of freemium, bundled, and two-sided pricing. -Address the barriers that firms face in trying to organize themselves as platform firms. -Develop strategies for launching new platforms when critical mass is important. -Articulate the process of making markets. -Develop recovery strategies in declining platform markets and understanding timing in the cannibalisation of an old platform by a new one. -Understand the anti-trust implications of platform strategies and safe harbour defences.