Daniel Stoilov

• Report to the Sr. HR Director (Latam) and to site VP (Brazil & Argentina). Team of 7 direct and 40 indirect reports; • In partnership with business leaders, creating and maintaining the business growth and competitive advantage through people, culture and systems for Nissan Brazil (2,800 employees).

• Report to the HR Director (Latam). Team of 6 direct and 3 indirect reports; • Performing Organizational Development, Leadership Development, HR Strategic & Operational department, handling an organization of 2,500 employees; • Leading the restructuring project to maximize the operational efficiency; reducing the staff from 2,500 to 1,600 + 600 contractors (reduction of 300 employees); • Leading 3 Organizational committees: Wellbeing, Talent and Recognition; • Recognized as the highest engagement growth from 62% to 83% (+21pt) with 35% of reduction in turnover and absenteeism in FY23 and 50% of reduction in FY24 vs. YA.

• Report to the HR SVP (Global) and to GM (Latam). Team of 5 direct and 4 indirect reports; • Improving productivity and capability through delivering future of productivity & growth targets; • Leading the Equality, Diversity and Inclusion committee; • Recognized as the best engagement survey globally with 83% of satisfaction and 4% of turnover in FY21 vs. YA. • Leading the company’s spin-off process, from Coty group (40%) to KKR (60%), establishing the new Wella Company and culture as a standalone organization.

• Report to the HR VP (Almea) and to GM (Brazil). Team of 2 direct and 1 indirect reports; • Performing a skilled leadership in all HR quadrants: strategic partner, change agent, employee champion and specialist; • Leading Wella cultural transformation and people transition to be high performance organization; • Leading Coty post M&A process to harmonize the corporate compensation & benefits structures.

• Report to the HR VP (Brazil) and to GM (Brazil). Team of 4 direct and 3 indirect reports; • Leading the Employee and Labor Relations area of P&G Brazil, managing all country ER/Labor investigations and action plans; • Transforming and sustaining the Culture change from the Wella legacy to P&G aiming to support the business growth through people, culture and systems to develop a high-performance organization; • Leading the campus team committee and internship program design; • Leading P&G - Wella’s Organization transition to Coty group; shut downing the Office and transferring 300 employees being 50 families from Rio de Janeiro to São Paulo city.

• Report to the HR Director (Brazil) and to Manufacturing Director. Team of 7 direct and 6 indirect reports; • Performing Organizational Development, Leadership Development, HR Strategic & Operational department, handling an organization of 1,200 employees and 500 contractors. • Leading the restructuring project to maximize the operational efficiency; reducing the staff from 1,600 to 1,200; • Recognized as the best engagement survey globally with 87% of satisfaction in FY14; • Leading 3 Committees: diversity & inclusion, social responsibility, and campus team; • Leading Latam’s Organization Development & Capability pillars including 5 countries: Brazil, Argentina, Chile, Mexico, and Venezuela.

• Report to the HR Director (Brazil). Team of 2 direct reports in SP; • Serving as HR BP for Corporate Supply Chain, Finance, Legal, PUR, ER, IT and HR functions; • Establishing and developing the HR’s work processes based on high-performance organization strategies as follows: Leadership Development, Assessment, Talent Acquisition, Capability, Training & Development, Talent Development, Diversity & Inclusion and Compensation & Benefits.

• Report to the HR Director (Latam). Team of 1 direct and 10 indirect reports; • Managing the Corporate governance and IBM’s customer care contract for P&G Brazil, delivering the HR services for 5,000 employees on Payroll & Benefits, Travel & Expenses, Expatriates & Relocation.

• Report to the HR C&B Director (Americas). Team of 1 direct report; • Leading P&G’s cultural integration for the acquisition and organizational transition of Gillette Brazil; managing the communication process, creating the compensation and benefits side-by-side comparisons and respective M&A timeline/milestones; • Leading the South Cone’s compensation & benefits department. Primary contact of HR Directors for Brazil, Argentina and Chile; ensuring quality and competitive C&B strategy and design, ensuring best-value of service level agreements and business effective relationship with specialty vendors; • Leading the core benefits program update according to external competitiveness, internal budget management and surveys using Mercer and Hay group databases and benchmarks.

• Conducting salary surveys using data bases and customized studies; Regional surveys of Total Compensation TCM management; Union agreement management; Merit increase policy and Variable Pay programs management; Compensation & Benefits market assessments vs. HR strategic requirements; C&B harmonization and study analysis.