Beatriz Picon

Lead the comprehensive management of accounts to sell, renew and expand marketing, data and digital channel solutions, connecting the commercial strategy with business outcomes. Orchestrate pre-sales, support, delivery and partners for technical deep dives; build pipeline and forecast with account plans, QBRs and expansion of wallet share in banking, insurance, health and retail. Achievements: • Closed the largest Growth deal of 2025 for USD 504K with Recognized Bank in a 2-month cycle, combining strategic renewal with expansion. I accelerated the closing by mapping decision-makers, aligning the value case to business KPIs. • I closed the sale to the largest retailer for USD 480K of a marketing solution. I achieved this by creating value with validated technical arguments (data, architecture and use cases), generating a relationship of trust with the purchasing area. • Secured multi-year strategic renewals and enterprise expansion, managing 3–4 month cycles. I supported the decision with a value plan for quick wins, governance and articulation of technical, commercial and procurement stakeholders. • Protect revenue and expand wallet share through a portfolio mix (Sales Cloud, Marketing Cloud, Data and digital channels) and multi-year contract structuring to ensure visibility into future revenues. • I negotiated price and margin conditions in digital channels, closing with an increase of more than 25%, maximizing contribution. I supported the position with argumentation based on value, benchmark, consumer governance. • Solved execution and adoption blockages by coordinating the ecosystem, defining milestones, risks, and executive dashboard. That model reduced friction, improved service continuity, and enabled expansion conversations with credibility.

Lead the profitable growth of portfolios in agribusiness and agrotech, combining commercial strategy, execution and development of new businesses. Define GTM by territories and strengthen channels/distributors with KPIs and pricing to improve volume and margin. Launch product innovations, structure business cases, enable alliances/maquilas/white label. Achievements: • Re-launched the YaraVita portfolio and grew volume +140% (2020–2021) by redesigning customer segmentation, activating technical demonstrations, strengthening channel conversion, and executing a commercial plan with follow-up. • Improved profitability per liter +58% through pricing discipline, discount control, mix optimization and repositioning of agronomic value. I converted the conversation from price to results (quality/productivity). • Increased the portfolio of new products by 42% and strengthened its adoption nationwide, enabling internal teams, distributors and customers with technical training and sales pitches. • I launched the first biostimulant in Colombia and exceeded the sales budget in volume by +170%, structuring pilots/demos, messages per segment and a penetration plan per crop. I ensured that the team sold for value. • Designed and structured new business initiatives to support a growth close to 30% in 3 years, including export to Venezuela, white label and maquilas for new presentations. • I prioritized opportunities by size, margin and risk; I aligned supply, operations and legal; and built the execution roadmap to turn ideas into scalable revenue.

Develop market opening and growth of enterprise accounts for application solutions (CX, ERP and HCM), leading the complete cycle from prospecting and discovery to proposal, negotiation and closing, coordinating pre-sales, consulting and internal leadership. Build pipeline, forecast, and account plans. Achievements: • I closed a 5-year ERP + HCM sale for >USD 5MM for a hotel company, achieving 500% of the budget, by building a financial business case and conducting workshops on processes that reduced perceived risk. • I beat the third bank in Peru (7,000 employees) with an HCM solution, generating consensus between HR, IT and Finance, and connecting value to efficiency and traceability. • I sold a virtual learning tool to the largest university in Peru (20,000 students), aligning academic vision with technical requirements and an adoption/scaling plan. • Increased pipeline quality with structured hunting and mapping of new budget holders, prioritizing accounts by potential and probability. That improved the speed of progress, the allocation of technical resources and the focus on opportunities.

Promote business development in corporate accounts and top projects for workspace, education and hospitality solutions, combining consultative prospecting with strategic networking. Train architects and designers in workplace trends and concepts to influence specifications from the design phase. Achievements: • Built an active network of architects/designers and corporate decision-makers to increase top-of-funnel and secure early access to high-value projects. I turned that network into a recurring source of opportunities, increasing participation. • Implemented commercial actions based on trend insights to differentiate by value, strengthening the preference for the integral solution. This improved the ability to influence specification and increased the average of opportunities. • I structured consultative proposals connected to outcomes (productivity, user experience, space efficiency) and coordinated internal actors to respond quickly. This sustained decision momentum in complex projects.

Lead the commercial management of the agribusiness business with a focus on consultative selling and key accounts, managing volume, profitability, collection and credit lines performance, and leading a national team. Develop comprehensive proposals and govern indicators to ensure growth and margin improvement. Achievements: • I introduced liquid fertilizers and doubled the profit margin from 16% to 30%, integrating technical support, field demonstrations, team training, and a per-crop adoption plan. Ensured that the client perceived superior value. • Improved 2013 vs 2014 results (+38% volume, +50% margin, +26% USD) and exceeded 2014 budget (+15% volume, +4% margin) through segmentation, collections/credit discipline and mix optimization. • Strengthened the team's performance by aligning objectives, coaching and monitoring KPIs (volume, margin, collection, credit). The discipline of commercial governance increased consistency of results and improved execution.

Multinacional americana con 130 años, especializada en ofrecer soluciones en los rubros de energía, salud, transporte e infraestructura. ==> Retail Sales Leader Lighting Business 2011 - 2012 Responsable de la gestión comercial del canal retail. Con una facturación anual de U$ 6 Millones. Responsabilidades: • Elaboración de la estrategia comercial del canal retail. • Control y seguimiento de indicadores comerciales: ventas dólares, volumen y rentabilidad. • Negociación e implementación de campañas y seguimiento a acciones en los puntos de venta. Logros: • Campaña de trade para aniversario Sodimac. Reconocimiento a nivel corporativo. Resultados +40% crecimiento en USD. Inversión U$ 22,5K retorno U$ 170K • Reestructuración del equipo comercial, logrando una mejora en costos de alrededor del 5% sobre las ventas.

Multinacional holandesa, con presencia en más de 100 países en las áreas de salud, estilo de vida del consumidor e iluminación. ==> Key Account Manager 2006 - 2010 Responsable de la gestión comercial del canal retail. Facturación anual de U$ 6 Millones. Responsabilidades: • Elaboración de la estrategia comercial para la atención del canal retail. • Control y seguimiento de indicadores: Ventas dólares, volumen y rentabilidad por cliente y total negocio. • Negociación e implementación de campañas de trade marketing en los diferentes clientes y seguimiento a acciones en los puntos de venta. Logros: • Incremento de la facturación del negocio retail de U$ 2,5 MM en el 2006 a U$ 6 MM en el 2010. • Desarrollo del negocio de luminarias profesionales en cadenas de mejoramiento del hogar. Facturación de U$ 5,000 a U$ 182,000 en 2 años. • Introducción y desarrollo del negocio de Lámparas Decorativas con una rentabilidad del 50%. Reconocido como Benchmark para Latinoamérica y Europa. • Lanzamiento exitoso de campañas al consumidor para la migración del consumo de focos incandescentes a ahorradores. Ventas > 40%. • Líder de “Phidelízate” 2007, programa dedicado a mejorar el compromiso de los empleados hacia el mercado con una participación > 80%.