Carlos Roberto Gutierrez Azahar

• Exponential Portfolio Growth: Led portfolio expansion from $2.5MM to $50MM, reaching over 22,000 clients, significantly enhancing cash flow generation capacity and overall profitability. • SME Segment Development: Created a new business line focused on SMEs, now accounting for over 50% of monthly disbursements, supported by diIerentiated products such as Women, Education, and Health. • Operational Transformation & Cost Reduction: Redesigned the entire business model using agile methodologies, reducing operating costs from 83% to 18%, improving eIiciency and scalability. • Strategic Regional Expansion: Led regional growth strategy by launching operations in El Salvador, strengthening presence and brand in new markets. • Technological & Digital Innovation: Directed the acquisition and implementation of a proprietary banking CORE system, developing a hybrid service model that combines digital platforms with inperson service. • Brand Strategy & Customer Experience: Designed and implemented a 360° brand positioning strategy and launched a new Customer Service Center with an NPS score above 96%. • Channel & Funding Diversification: Expanded sales channels (inbound, outbound, kiosks, and partnerships), created new customer profiles using alternative data, and developed a funding program with local and international banks.

• Achieved credit portfolio growth from $145MM to $270MM and increased profitability by over 300%. • Successfully led emergency response plans during the COVID-19 pandemic and the 2018 social crisis in Nicaragua, protecting key assets worth over $40MM. • Consolidated the company’s regional expansion by launching operations in El Salvador, Guatemala, and Mexico. • Transformed the company from a family-run business into a multinational corporation with stronger operational and governance structures. • Implemented a hybrid service model that combined operational eIiciency with an enhanced customer experience. • Designed and executed a $130MM funding program with local and international banks and led a $150MM bond issuance in Panama. • Redesigned the business model by separating critical functions, modernizing credit analysis and collection processes, and reducing operating costs from 32% to 16%.

• I designed and implemented a direct sales strategy for the Panama and Dominican Republic markets, strengthening commercial presence in both countries. • I redesigned the industrial strategy of the Costa Rica plant, focusing production on higher-margin product lines. • I achieved significant cost reductions by diversifying the origin of products marketed across the region. • I implemented operational eIiciency strategies that consistently kept expenses below 16%. • I led the legal restructuring of regional entities, optimizing the organizational and tax structure. • I developed a business intelligence model based on marginal contribution by channel, client, brand, and category, enhancing strategic decision-making. • I applied regional tax planning strategies that generated 35% savings, helping position the region as the most profitable in the continent.

• I led a full restructuring and recovery process of production capacity, managing a crisis caused by supply chain disruptions at manufacturing facilities. • I developed and implemented a Business Intelligence model based on Marginal Contribution by channel, client, brand, and category. • I implemented improvements in Logistics and After-Sales Service processes, enhancing the operation’s overall efficiency. • I led the launch of a High-End Products business unit. • I executed strategies to reduce operational costs. • I designed sales strategies focused on high-margin products, based on volume negotiation and discount structures.

•I implemented improvements in Cash Flow Management and Working Capital Administration, making the operation self-sustaining. • I designed and implemented a Cash Management model that led to an 85% reduction in financial debt. • I achieved significant negotiations with creditors, reducing total funding costs by 45%. • I developed and implemented a Business Intelligence model based on Marginal Contribution by channel, client, brand, and category. • I designed and implemented commercial strategies that resulted in a 55% increase in sales. • I led the project for setting up a Front-Load Washing Machine manufacturing plant. • I implemented improvements in industrial cost management by plant. • I designed and implemented raw material management processes, achieving a 65% reduction in inventory levels. • I developed and executed tax planning strategies, generating 30% in savings. • I carried out a reorganization of the company’s structure.

•I led the creation and implementation of a Regional Shared Services Center. • I directed the expansion plan by launching new operations in Honduras, Nicaragua, and Panama. • I was responsible for leading the acquisition process of Atlas Eléctrica in Costa Rica. • I designed and implemented tax planning strategies across the region, generating 42% in savings. • I led the implementation of a new ERP system across the region. • I designed and executed improvements in Logistics and After-Sales Service processes, delivering operational efficiencies. • I implemented actions that resulted in a 40% reduction in operating costs. • I designed and implemented a regional internal control system.