Danilo Rodil

- Appointment and Implementation of the GAC dealership network, attracting 60 dealerships from 27 economic groups, representing 25% of the Brazilian market within 2 months. - Retail sales of over 2,000 units in less than 4 months with minimal marketing investment. - Support for the introduction of the GAC brand in Brazil, structuring the entire process, including homologation, marketing plan, dealership network development, and sales procedures. - Expansion of the network of strategic partners and distribution channels across all regions of Brazil. Within less than 1 year, GAC will have one dealership in each Brazilian state. - Creation and maintenance of long-term relationships with the dealership network and market stakeholders. - Negotiation and closure of complex commercial agreements, generating new business opportunities. Implementation of loyalty and incentive programs for sales channels, increasing market penetration. - Evaluation of Chinese dealership standards and adaptation to the Brazilian market, considering its characteristics. - Recruitment and development of the Brazilian team. - Assessment of market potential for each product, defining the right vehicle for launch, including timing, options, and pricing. Team: 6 direct reports and 4 indirect reports

Board Club is a professional group of members to provide networking learning and benchmarking from C-Levels Executive, enterpreneurs with the main objective of improve Coorporative Governance.

Open Mind Brazil is the largest C-Levels networking of Brazil, focused on the experience exchange and networking of several segments professionals:

•Responsible for the brands strategy in the market; •Responsible for the brands P&L ; • Responsible for developing and creating estrategic plans for both brands; •Compreender os requisitos locais e garantir que sejam considerados na execução das estratégias e planos para as marcas; •To guarante internally that every department knows and follows the brands strategy on the market; •To represent both brands for external stakeholders externos •To develop and monitor the strategic local plans, prepare budget and monitor performance

Responsibilities: - Retail sales, Fleet & business, Direct sales, F&I, Sales Planning, distribution; - Sales, sales planning and distribution activities, since headquarter monthly and weekly meetings until final invoice for the dealer network and final customers; - Developing and implementing new Jaguar Land Rover KPI´s portal; - Monitoring business performance of key performance indicators (KPIs). - Develop and keep Brazil dealer network relationship; - To manage F&Y programs in Brazil, with our financial partner, managing to negotiate and implement a Floor plan of around R$ 100 million for our 40 dealers in Brazil, resulting on an available floor plan limit of around 60% on a monthly basis; - Annual volume and budget planning; - To manage a budget of R$ 50 million per year for Variable marketing activities, introducing retail sales and incentive campaign to guarantee the target achievements; - Successfully launched several models in Brazil (Velar, New Evoque, New Discovery, Defender, F-Pace, E-Pace, I-Pace) with an average of 3 months waiting list for each model; Main Achievements and results: - Average annual gross revenue generation of approximately R$3B (US$546M). - Supply Chain Management during the 2021/2022 Semiconductor Shortage Crisis. - 36% increase in Corporate sales in FY19/20 vs. FY16/17. - Record 10-year revenue for the company in FY23/24 (increase of £42M). - Increased in 25% wholesales and 19% retail sales in 17/18 Fiscal Year; - Managed to keep Retail and wholesale volume stable in 18/19 Fiscal Year (Compared to 17/18 FY) even with an average price increase of 5,5% cross car line during 2018;

- Sales, dealer development, Marketing, aftersales, planning and product departments; - Reformulate, planning and implementing policies, sales strategies and campaigns. - Implemented Subaru sales process and stablished a yearly training program for sales; - Management and relationship with the dealer network ensuring and maximizing profit; - Establishment and management goals, objectives and projections for the sales department. - Monitoring business performance of key performance indicators (KPIs). - Develop long-term strategy and planning for Subaru in Brazil implementing the Roll out plan, management (Ordering plans and inventory monitoring) together with Subaru Japan; - Planning nominating new dealers for Subaru in Brazil; - Daily contacts, reports and Negotiation with FHI (Subaru in Japan); Main Achievements: - Increased in 55% sales in 2014 (1.136) vs. 2013 (733); - Increased in 48% sales in 2015 (1.679) vs 2014 (1.136).

- BMW Dealer network development on used car program (New dealers prospects, Implementation, training, development and support to start the program) - Used cars dealers operation Follow up (Profitability, trade in, Sales Targets, price positioning, inventory management beyond other important issues), Incentive and sales campaigns for pre owned cars (Sales team and end customer) and KPI management; - Residual value follow up and management and BMW fleet remarketing process; - Develop, manage and improve employee sales program; - BMW fleet management and remarketing Main Achievements: - Increased +600% BPS Sales 2012 (720) vs. 2011 (120); - Additional increase of +67% BPS Sales in 2013 (1.200) vs. 2012 (720) - Reporting directly to BMW AG (Germany), implemented and managed BMW Pre owned program (BPS), increasing 10X the annual retail sales improving dealer network profit; - Increased BPS dealer network in +400% (20 in 2013 vs. 5 in 2011)

Responsibilities: - Strategic planning for retail and incentive campaign; - Coordination of all phases of retail and incentive campaigns, from briefing to the final evaluation, including KPI definition for campaign improvement - Campaign approval process with Board of Directors; - Responsible for budgeting process for Sales Department (including planning with finance department to budget control throughout the year); - Strategic management of retail and sales activities; - Daily and monthly analysis of company’s performance. Implementation and process coordination related to company’s public information management – “Gestão à vista” Main Achievements: - Improved profit around R$ 18 million and 2.000 additional units per year; - Implemented Coop media system, reducing delays, increasing control and reducing wrong payments (Double or for different dealers);

- Sales to final customers and media agency; - Prospect new customers and business; - Planning, sales and execution of existing and new projects; - implementation of press department (insourcing of press department, reducing 35% the company costs); - Marketing planning; - planning and organization of events (Davis Cup – Sport Service, Farah group company)

- Media planning; - Audience analysis and best TV shows for advertisement insertion; - KPI´s Analysis from several media vehicles; - Marketing and Sales planning support; - Events and Merchandising organization and implementation

- sales follow up and report management; - Extract and evaluate market database (Infact e Pathfinder); - Preliminary report analysis (Nielsen, Ibope e Indicator); - Budget control and profitability analysis; - sales team support;

Master degree in Administration - Enphasys in dealer management